Sustainability Review 2014-15

Transcription

Sustainability Review 2014-15
From embedding
sustainability as a business
driver across the Group to
empowering individual businesses to
drive sustainability, within eight years, we
have successfully cascaded sustainability from
a boardroom vision to a shop oor reality. Powered by
Alternative Thinking - our bespoke approach to sustainability,
we enhanced awareness, expounded a strong business case
to employees, institutionalised frameworks,
invested in capacity building plus rewarded
and recognised outstanding performers.
The road to sustainability is fraught with obstacles - some have to be overcome with innovation, some with determination, and some simply by
perseverance. But as we overcome each obstacle, we come across doors of opportunities with multiple outcomes that take us to the next level. This
thought is graphically represented in this design theme. The upward moving transverse lines represent the Group's ambitions. The pillars of myriad colours
are the roadmaps of individual businesses. While the ones in red are symbolic of Mahindra's Rise for Good philosophy that continues to guide them all.
BUSINESSWISE
is the next phase in our sustainability
journey. In it, every individual business is driving the sustainability
agenda on issues material to their stakeholders and aiming to set
new benchmarks within their sector and geographies. It is like
pursuing the sustainability agenda with independent teams who
are not only committed but capable and experienced. This
enlarged team, new vigour, focus and greater ownership has
created a multiplier effect that aims to transcend incremental
growth and give rise to a transformational change. And it has
begun to yield accelerated results in the very rst year.
INDEX
Message from Chairman &
Managing Director
01
Message from Chairman,
Group Sustainability Council
02
Reporting Process
03
Group Profile
08
Sustainability and Us
28
Driven by our People
42
Product Performance
62
Economic Performance
73
Environmental Performance
83
Social Performance
122
Annexures
150
MESSAGE FROM
CHAIRMAN & MANAGING DIRECTOR
Our practice of reporting our
sustainability performance was triggered
by an investor who asked us, eight years
ago, if we had a triple bottom-line
report. That made us realise that it is not
enough to act sustainably; we must also
let people know about it. And we have
been doing so ever since. So it is a
pleasure to share with you the strides
that we have made on the triple bottom
line parameters of profit, people and
planet in this, our eighth year.
We have institutionalised sustainability
not just at the corporate level, but at the
level of each business. Last year, we
initiated the second leg of our
sustainability journey by adopting
customised roadmaps for major
businesses, creating a tighter fit between
sustainability and the businesses. Each of
these businesses is today well on its way
to reaching its 3 year goals.
We have progressed on each of the triple
bottom line parameters in the year
under review.
On the economic front, our
Automotive Sector rolled out
its 5 millionth vehicle from the
Kandivli plant in January
2015 – just 3 years after
reaching the 4 millionth
vehicle milestone in 2012.
So while this has been a difficult year for
the auto industry, the M&M flag is still
flying high.
On the second parameter, People 33,490 Esops (Employee Social Options)
volunteers contributed 229,670 man-
hours towards social programmes.
Volunteerism in the Mahindra Group has
seen a year-on-year surge since we
started with 4,588 Esops Volunteers in
2006-07. I believe that the opportunity
to give back contributes to employee
satisfaction, and this reflects in many
ways. It is a matter of pride that the
Auto and Farm Sector was declared
second in the list of Great Places to Work
in Manufacturing and Production as well
as the Employer Brand category.
Governance is also an important
parameter for employees and for society.
So I am delighted to report that the
Board of Mahindra & Mahindra Ltd. was
listed as one of India's Best Boards in the
Economic Times - Hay Group survey of
India's Best Boards. Only 4 companies
were singled out for this honour.
Saving the best for last, our results on
the 'Planet' parameter are a source of
enormous satisfaction. Two years ago,
the Mahindra Group challenged itself
with the aspirational goal of 'H2Infinity',
and started a concentrated Group-wide
effort to change the water equation and
transform a fast-depleting resource into
a plentiful one. I am pleased to report
that in 2013-14,
the Mahindra Group achieved
Water Positive status with
total water consumption of
3
6.1 million m , and total
water savings of 8.4 million
m3 through the offset
mechanism of a Micro
Irrigation System project we
implemented in Gujarat.
From the start, sustainability has been an
idea that has been transformative for us
and the way we do business. We are
clear that sustainability is integral to
business. In fact it is a growth driver,
fostering innovation, cost
competitiveness and brand equity.
Powered by Alternative Thinking, it has
become an inalienable part of Mahindra
and our efforts to erase the perceived
dichotomy between sustainability and
profit is paying rich dividends.
Much of what we achieved in 2014-15, is
a result of careful planning and diligent
execution of strategic initiatives over the
years. And we will do the same, going
forward. We are mindful of the fact that
our future performance is dependent on
what we do today. In the coming years, I
expect to see a substantial increase in the
number of milestones traversed as each
of our business finds its individual
sustainability mojo. At the Group level,
we will continue to drive positive change
for all our stakeholders through our
recently introduced framework - Rise for
Good, which binds together our
corporate social responsibility,
sustainability and corporate governance
initiatives. As the years roll on, I am
confident that we will be able to
demonstrate with increasing clarity that
it is both desirable and possible to do
well and do good at the same time.
Anand Mahindra
Chairman,
Mahindra Group
01
MESSAGE FROM
CHAIRMAN, GROUP SUSTAINABILITY COUNCIL
We embarked on sustainability reporting
using the triple bottom-line approach
eight years ago, but its tenets have been
part of our organisational philosophy
since inception. Along the way, we
institutionalised frameworks, engaged
employees, drew up a Group-wide
roadmap with quantifiable goals and
achieved them within the stated
timeframe.
While addressing material issues at the
Group level is useful, it is just the first
step towards driving positive change. Last
year, we initiated a 'Businesswise'
approach to decentralise and cascade
sustainability deeper into individual
businesses. We encouraged each business
to undertake materiality analysis relevant
to its own business and formulate its own
business-specific sustainability roadmap.
I see the 'Businesswise' approach
achieving three goals:
Enhanced Focus
As a federation, we are involved in
a wide variety of businesses from
automobiles and agriculture all the way
to finance, housing, holidays, IT and
defence. 'Businesswise' gives each
business an opportunity to identify and
address issues material to its stakeholders
and be more focused in their effort to
harness opportunities, mitigate risks and
be more effective in achieving economic,
social and environmental sustainability.
Enhanced Accountability
With individual roadmaps, every business
is responsible and accountable for its own
triple bottom-line performance. Each of
our businesses has developed a better
understanding of sustainability over the
past eight years and has acquired the
ability and expertise to achieve the goals
in its roadmap.
Sector Leadership
Business specific goals will enable
comparison of performance of individual
businesses with peers in their industry
and will enable each business to create
new benchmarks and take a leadership
position within
its sector.
At the end of the first year of the
'Businesswise' approach, I am pleased to
share that Automotive Division and Farm
Division are on-track to achieve their
three-year targets in parameters like
carbon footprint reduction, water
footprint reduction, use of renewable
power and green supply chain, and have
already surpassed the target for waste
reduction. Efforts are underway on
Community Development and
Stakeholder Engagement, and these
initiatives are expected to evolve over
the next few years in line with the
Mahindra Rise philosophy.
The Financial Services Sector has made
good progress towards employee wellbeing and volunteering, providing
health products to rural customers and
empowering communities through
financial literacy.
The Real Estate Sector has done
commendable work towards building a
sustainable supply chain, undertaking
biodiversity assessments, enhancing
gender diversity and ensuring that every
project has a community engagement
program. More work is needed to
eliminate on-site accidents.
'Businesswise' helped Mahindra EPC
Services Pvt. Ltd. assess its opportunities
better and rebrand itself as Mahindra
Susten in acknowledgement of the fact
that its operations are specifically geared
towards enhancing alternative energy
infrastructure.
To enhance awareness and ensure
sustenance of natural capital, Mahindra
and Mahindra signed the India Business
& Biodiversity Initiative (IBBI) declaration.
During the year under review, MLDL,
Boisar and Automotive and Farm
Equipment Sector, Kandivli undertook
detailed biodiversity assessment at their
locations.
Our constant endeavour to raise the bar
on sustainability continues to be
recognised and awarded by bodies
within and outside the industry.
Tech Mahindra came in at No. 2
in the Carbon Disclosure Leadership
Index
Mahindra & Mahindra was
awarded the 'Good Corporate
Citizen' Award 2013-14 in the Large
Corporate Category by The Bombay
Chamber of Commerce & Industry
Nanhi Kali was awarded the
prestigious TOI Social Impact
Award (2015) in the 'Corporate Education' category
Mahindra Group ranked third in
The Economic Times list of India's
Best Companies for CSR
These laurels encourage us to keep
striving to deliver on evolving
stakeholder expectations. I urge you not
only to read this report, but to share
your feedback with us on what we are
doing well, and how we can do better.
Ulhas Yargop
Chairman, Group Sustainability Council,
Mahindra Group
02
Reporting Process
MATERIALITY
In our dynamic and fast-paced world, externalities and
expectations are constantly evolving. To keep our focus on
sustainability issues that are important and warrant focussed
attention, as they could have significant impact on the
organisation or our stakeholders, we periodically evaluate our
material issues.
Materiality, for us, is the compass that provides direction to our
sustainability journey and also helps us to prioritise our
itinerary.
We are gearing up to report as per the updated
GRI G4 guidelines from the year 2015-16
and have started incorporating the
new aspects of G4 in our
Stakeholder Engagement
as well as Materiality
Identification
processes.
REPORT BOUNDARY
The report includes:
The reporting period for Mahindra's
eighth Sustainability Report is 1st April
2014 to 31st March 2015. As
mentioned in our first Sustainability
Report in 2007-08, we remain
committed to report our triple bottom
line performance on an annual basis.
AUTOMOTIVE & FARM SECTOR (AFS)
•
Mahindra Reva Electric Vehicles Pvt. Ltd. (MReva)
For this Report, we are following the
Global Reporting Initiative (GRI)
Sustainability Reporting G3.1
Guidelines. The most widely adopted
non-financial reporting framework in
the world, the GRI Guidelines are used
to help communicate sustainability
performance and encourage
transparency & accountability. This
year too, the Report is aligned with
the nine principles of Ministry of
Corporate Affairs' National Voluntary
Guidelines (NVG) on social,
environmental and economic
responsibilities of business.
•
Mahindra Research Valley (MRV)
•
Mahindra Powerol
•
Mahindra & Mahindra Ltd. - Automotive Division (AD)
•
Mahindra Vehicle Manufacturers Ltd. (MVML)
•
Mahindra & Mahindra Ltd. - Farm Division (FD)
•
Mahindra & Mahindra Ltd. - Swaraj Division (SD)
•
Spares Business Unit (SBU)
•
Mahindra Shubhlabh Services Ltd. (MSSL)
•
EPC Industrie Ltd. (EPC)
•
Mahindra Two Wheelers Ltd. (MTWL)
REAL ESTATE SECTOR
•
Mahindra Lifespace Developers Ltd. (MLDL)
•
Mahindra World City Developers Ltd. (MWCDL)
•
Mahindra World City Jaipur Ltd. (MWCJL)
LEISURE & HOSPITALITY SECTOR
•
Mahindra Holidays & Resorts India Ltd. (MHRIL)
03
FINANCIAL
SERVICES SECTOR
MAHINDRA SANYO
SPECIAL STEEL PVT. LTD.
#
(MSSSPL)
•
Mahindra & Mahindra
Financial Services Ltd. (MMFSL)
•
Mahindra Rural Housing
Finance Ltd. (MRHFL)
MAHINDRA
PARTNER DIVISION
•
Mahindra Insurance
Brokers Ltd. (MIBL)
•
Mahindra Intertrade Ltd. (MIL)
•
Mahindra Steel Service Centre Ltd.
(MSSCL)
•
Mahindra Logistics Ltd. (MLL)
•
Mahindra EPC Services Pvt. Ltd.
INFORMATION
TECHNOLOGY SECTOR
•
Tech Mahindra Ltd. (Tech M)
AFTERMARKET SECTOR
CORPORATE CENTRE (CC)
•
•
Mahindra First Choice Services Ltd.
(MFCSL)
#Systems & Technologies (Systech) sector
which was part of reporting for previous years
has been merged with CIE Automotive and
will now be known as 'Mahindra CIE
Automotive Ltd.'. MSSSPL is part of the group
hence throughout the Sustainability Review,
Systech values have been replaced by MSSSPL
values alone'.
Mahindra Towers - Worli
REPORT SCOPE LIMITATIONS
This Report is India-centric and excludes:
International
operations
Businesses which were acquired or
commenced operations in FY 2014-15
Mahindra
Retail Pvt. Ltd.
Speciality Businesses:
Media & Entertainment, Defence Services and Special Services Group,
Mahindra First Choice Wheels Ltd.
Office buildings, out-station depots
and dealerships
Companies / plants / locations of manufacturing sectors:
•
Mahindra Trucks and Buses Ltd. (MTBL)
•
Mahindra Graphic Research Design
•
Mahindra Navistar Engines Pvt. Ltd.
•
Mahindra (China) Tractor Co.
•
Mahindra Aerospace Pvt. Ltd.
•
Mahindra USA Inc.
•
Ssangyong Motor Company Ltd.
•
Mahindra Yueda (Yancheng) Tractor Co.
•
Swaraj Engine Ltd.
•
Mahindra Ocean Blue Marine
•
Mahindra Gujarat Tractor Ltd.
As always, your valuable feedback and suggestions are solicited to sharpen our efforts and reports. Please spare a few minutes
to share your insights.
Please email your suggestions / views / opinions to:
sustainability@mahindra.com
Location of the organisations headquarters:
Mahindra & Mahindra Limited
Gateway Building, Apollo Bunder, Mumbai - 400 001.
Call our toll free number:
This report has been externally
assured by KPMG, India.
'Like for previous reports GRI has
confirmed that the report was
prepared according to the
GRI G3.1 Guidelines, at Application
Level A+'
04
This Report has been externally assured by KPMG, India.
Like all previous reports, this Report is also A+ GRI checked.
INDEPENDENT ASSURANCE STATEMENT
To the Management of Mahindra Group
INTRODUCTION
KPMG was engaged by Mahindra Group (Mahindra) to provide assurance on its Sustainability Report ('the Report') for the
financial year 2014-15 in line with the limited assurance requirements of ISAE 3000 (Revised), Assurance Engagements Other
Than Audits or Reviews of Historical Financial Information by International Federation of Accountants' (IFAC) International
Standard for Assurance Engagements and Accountability 1000 Assurance Standard (Type II - Moderate).
ASSURANCE SCOPE
The assurance has been provided for the sustainability data and information presented by Mahindra in its Report. Our scope
of assurance included data and information for the period 01 April 2014 to 31 March 2015 based on Global Reporting
Initiative's (GRI) G3.1 Guidelines and other relevant sustainability guidelines or initiatives. The report boundary included data
and information from Mahindra's Group companies:
Auto & Farm Sector comprising of Mahindra & Mahindra Limited [Automotive Division (AD), Farm Division (FD), Swaraj
Division (SD), Spares Business Unit (SBU), Mahindra Research Valley (MRV)], Mahindra Vehicle Manufacturers Limited
(MVML), Mahindra Reva Electric Vehicles Private Limited (MReva), Mahindra Powerol, Mahindra Shubhlabh Services, EPC
Industrie Limited (EPC), Mahindra Two Wheelers Limited (MTWL)
Real Estate Sector comprising Mahindra Lifespace Developers Limited (MLDL), Mahindra World City Developers Limited
(MWCDL) and Mahindra World City Jaipur Limited (MWCJL);
Leisure and Hospitality Sector comprising Mahindra Holidays & Resorts India Limited (MHRIL);
Financial Services Sector comprising Mahindra & Mahindra Financial Services Limited (MMFSL), Mahindra Rural Housing
Finance Limited (MRHFL) and Mahindra Insurance Broker Limited (MIBL);
Information Technology Sector comprising Tech Mahindra Limited (Tech M);
Mahindra Sanyo Special Steel Pvt. Ltd. (MSSSPL);
Aftermarket Sector comprising Mahindra First Choice Services Limited (MFCSL);
Mahindra Partners Division comprising Mahindra Intertrade Limited (MIL), Mahindra Steel Service Centre Limited (MSSCL),
Mahindra Logistics Limited (MLL) and Mahindra EPC Services Private Limited (MEPC).
SPECIFIC LIMITATIONS AND EXCLUSIONS
Our assurance process was subject to the following limitations and exclusions:
Verification of data or information other than that covered in Scope of assurance
Verification of data or information related to Mahindra's financial performance, sourced from its audited annual report
for the financial year 2014-15
Verification of data related to water saved by micro irrigation system certified by third party and the claims using this data
Verification of data and information outside the reporting period as mentioned in the Scope
05
Verification of any statement indicating intention, opinion, belief and / or aspiration by Mahindra
WORK UNDERTAKEN
Our procedures include assessment of the risks of material misstatements of selected performance indicators and disclosures
and underlying internal controls relevant to the information published in the Report. Our procedures were designed to gather
sufficient and appropriate evidence to determine that the selected performance information is not materially misstated.
We have undertaken:
Assessment and review of materiality and stakeholder engagement framework deployed at Mahindra
Review of sustainability governance framework at Mahindra
Interaction with Mahindra's senior management
Verification visits to Mahindra's sites:
Mahindra & Mahindra Limited - AD Kandivili and Zaheerabad; FD - Kandivili, Nagpur and Swaraj Division (Plant 1)
Mohali, Spares Business Unit - Kanhe, Mahindra Research Valley (MRV), Mahindra Reva Electric Vehicles Private Limited
(MReva), MTWL Pithampur
Real Estate - Aqualily and Nova (Chennai), Mahindra World City (Chennai)
Leisure and Hospitality - MHRIL Munnar
Financial Services - MMFSL Pune and Mumbai; MRHFL Mumbai; MIBL Mumbai
Information Technology - Tech M Chandigarh, Chennai and Pune
Aftermarket - MFCSL Mumbai and Coimbatore
Partners Division - MIL Kanhe and Mumbai (Worli); MLL Delhi and Mumbai (Goregaon); MEPC Mumbai and Bikaner
Review of systems deployed for collection, collation and analysis of sustainability data and information on a six-monthly
and annual basis
Interviews with Mahindra's personnel responsible for managing above-mentioned systems
Evaluating the Report's content to ascertain its application level as per the criterion mentioned in the Global Reporting
Initiative's G3.1 Guidelines
Testing on a sample basis, the evidence supporting the data and information
Review of the Report to ensure that there is no misrepresentation of disclosures as per scope of assurance and our findings
Our procedures selected depend on our judgments, including the assessment of the risks of material misstatements of
selected performance indicators and disclosures and our assessment of the internal controls relevant to the company's
preparation and presentation of the sustainability information in the 2014-15 Report. Our procedures were designed to
gather sufficient appropriate evidence to determine that the selected performance information is not materially misstated.
CONCLUSION
Based on the 'work undertaken' in line with the 'assurance scope' and the 'limitations and exclusions', no discrepancy has
come to our attention for us to believe that the Report does not meets the requirements of A+ application level criteria as
per GRI G3.1 guidelines and AA 1000 Accountability Principles Standard:

Materiality
Mahindra has adopted a structured methodology for materiality assessment, followed by creation of measurable
performance indicators for prioritised material issues. The report presents the sustainability roadmaps with deﬁned goals
and targets. The stakeholder engagement outcome can be utilised as a key input to the development of sustainability
roadmap by all sectors.

Stakeholder Inclusiveness
The report fairly presents the various stakeholder engagement initiatives conducted during the reporting period.
06

Responsiveness
The organisation responds to the stakeholder concerns through policies, procedures and governance systems aligned to
material issues.

Reliability
The collection and collation process for sustainability data and information at Mahindra is partly through an online portal
and partly through manual worksheets. The systems deployed for collection, collation and analysis of sustainability data
and information were reviewed at the site and sector level for the first three quarters of the financial year 2014-15 and at
the corporate level for all four quarters of the financial year 2014-15. Overall, the sustainability data and information
presented in the Report are reliable.
INDEPENDENCE
Our work was performed in compliance with the requirements of the IFAC Code of Ethics for Professional Accountants,
which requires, among other requirements, that the members of the assurance team (practitioners) as well as the assurance
firm (assurance provider) be independent of the assurance client, in relation to the scope of this assurance engagement. The
Code also includes detailed requirements for practitioners regarding integrity, objectivity, professional competence and due
care, confidentiality and professional behaviour. KPMG has systems and processes in place to monitor compliance with the
Code and to prevent conflicts regarding independence.
RESPONSIBILITIES
Our responsibility is to express our conclusions in relation to the assurance scope listed above. We conducted our
engagement with a multidisciplinary team having necessary skills and experience in ISAE 3000, AA 1000 AS, stakeholder
engagement, auditing environmental, social and economic information and with experience in similar engagements.
Mahindra is responsible for developing the Report content. Mahindra is also responsible for identification of material
sustainability issues, establishing and maintaining appropriate performance management and internal control systems and
derivation of performance data reported.
This assurance statement is made solely to Mahindra in accordance with the terms of our engagement. Our work has been
undertaken so that we might state to Mahindra those matters we have been engaged for. To the fullest extent permitted by
law, we do not accept or assume responsibility to anyone other than Mahindra for our work, for this statement, or for the
conclusions we have reached. By reading this statement, stakeholders agree and accept to the limitations and disclaimers
mentioned above.
Santhosh Jayaram
Director
KPMG
000-25
July 16, 2015
07
Group Profile
18 key industries. 200,000 people. 100 countries
1 purpose - to enable people to Rise
THE MAHINDRA GROUP
Mahindra is a USD 16.9 billion multinational Group based in Mumbai, India,
with operations in 18 key industries. The diversity of our expertise allows us to
bring our customers, the finest in many fields.
Our unique business model of creating empowered companies brings together the best of
entrepreneurial independence and Group-wide synergies.
In addition to being leaders in the fields of utility vehicle manufacturing, information technology, tractors,
financial services, real estate and vacation homes, we also have a strong presence in aerospace, aftermarket,
components, consulting services, defence, energy, logistics, retail and two wheelers.
Guided by the three pillars - 'Accepting No Limits,
Alternative Thinking and Driving Positive Change',
we strive to build not just products and services, but new
possibilities for a truly sustainable future.
HIGHLIGHTS
The Mahindra Group has been ranked No. 3 in The Economic Times
list of India's Best Companies for CSR 2014
Mahindra & Mahindra Ltd., Tech Mahindra and Mahindra Finance were
amongst 22 companies that featured in the Carbon Disclosure
Leadership (India) Index 2014
Mahindra & Mahindra Ltd. has been named as one of India's Best
Boards by The Economic Times - Hay Group survey
Anand Mahindra became the rst Indian to receive the prestigious
Harvard Medal in 2014 for his dedication, generosity and service to
the University
Fortune magazine has named Anand Mahindra as one among
the world's 50 greatest leaders
For more information please visit http://www.mahindra.com/Who-We-Are/Overview
08
SHAREHOLDING PATTERN
As on 31st March, 2015
Sr.
No.
Category of Shareholders
Total Holdings
(FY 2015)
Holdings
in Percentage
1
Promoters and Promoter Group
159,298,900
25.65
2
Mutual Funds / UTI
16,523,910
2.66
3
Banks, Financial Institutions, Insurance Companies,
Central and State Governments
98,084,948
15.79
4
FIIs / Foreign Bodies / Foreign Portfolio - Corp
234,110,238
37.69
5
Private Corporate Bodies
28,011,073
4.51
6
Indian Public
48,114,386
7.75
7
NRIs / OCBs / Foreign Nationals
3,535,096
0.57
8
The Bank of New York Mellon (for GDR holders)
33,413,833
5.38
621,092,384
100.00
Total
For more information visit http://www.mahindra.com/Who-We-Are/Overview
BUSINESS VERTICALS
AUTOMOTIVE
& FARM
PARTNER
DIVISION
INFORMATION
TECHNOLOGY
LEISURE &
HOSPITALITY
REAL
ESTATE
FINANCIAL
SERVICES
AFTER
MARKET
*Systems & Technologies (except Mahindra
Sanyo Special Steel Pvt. Ltd.) has been
merged with CIE Automotive and will now
be known as Mahindra CIE Automotive Ltd.
In the current year, they will be included as
suppliers in a separate annexure of the
report. Mahindra Sanyo Special Steel Pvt.
Ltd. is an independent business.
AUTOMOTIVE & FARM SECTORS | AUTOMOTIVE DIVISION
The Mahindra Automotive Division (AD) is in the business of manufacturing and marketing utility vehicles and light commercial
vehicles, including three-wheelers. In 1947, Mahindra introduced India to the concept of Utility Vehicle (UV). 68 years later,
Mahindra is still India's premier UV manufacturer and accounts for about half of India's market for UVs. It also has the distinction of
designing India's first hydrogen three-wheeler and India's first hybrid vehicle.
HIGHLIGHTS
AD rolled out its five millionth vehicle
100,000th XUV5OO was rolled out
AD Nashik Plant-1 won the prestigious
Golden Peacock National Quality
Award 2014 for Excellence in Quality
09
AD Nashik Plant bagged Srishti magazine's G-Cube Award for
Good Green Governance (Sustainability)
The Mahindra Group signed an MoU with the Bhutan
Government for a strategic partnership to promote the usage of
electric vehicles in the country
MReva launched its revolutionary Quick2Charge DC Fast
Charging Station, as well as the 'Goodbye fuel, Hello electric'
programme, which separates the initial acquisition cost of the
e2o from its usage cost, thus making for easy ownership
M&M Ltd. announced the launch of the 1st electric vehicle pilot
project under GOI's National Electric Mobility Mission Plan
NEW LAUNCHES
New Generation Scorpio
XUV5OO Sportz
The new generation 2014 Scorpio was
unveiled in five variants and now sports
an all-new transmission, cushion
suspension, anti-roll technology, etc.
The Automotive Division launched the limited
edition XUV5OO Sportz and XUV Xclusive with
advanced technology, aspirational styling and
safety features.
For more information please visit: www.mahindra.com/What-We-Do/Automotive
BUSINESSES IN THE SECTOR:
http://www.mahindra.com/What-We-do/Automotive/Companies
Mahindra Graphic Research Design*
Mahindra Navistar Automotive*
http://www.mahindra.com/What-We-Do/Automotive/
Companies/Mahindra-Graphic-Research-Design
http://www.mahindra.com/What-We-do/Automotive/
Companies/Mahindra-Navistar-Automotive
Mahindra Vehicle Manufacturers Ltd.
Ssangyong Motor Company Ltd.*
Companies/Mahindra-Vehicle-Manufacturers
Companies/Ssangyong-Motor-Company
Mahindra Spares Business (MSB)
Mahindra REVA Electric Vehicles Pvt. Ltd.
www.mahindra.com/What-We Do/Automotive
/Services/Mahindra-Spares
www.mahindra.com/What-We-do/Automotive/
Companies/Mahindra-Reva-Electric-Vehicles
* Mahindra Graphic Research Design, Mahindra Navistar Automotive and Ssangyong Motor Company Ltd. are not in the scope of this report.
10
AUTOMOTIVE & FARM SECTORS | FARM DIVISION
Mahindra began manufacturing tractors in the early 1960s for the Indian market. Today, nearly 50 years later, it is the number one
tractor Company in the world (by volume) with annual sales of over 200,000 units and over 2.1 million tractors sold till date.
Its products are making farms more prosperous in more than 40 countries across six continents. In line with the vision of Farm-Tech
Prosperity, Mahindra has also expanded into farm-support services like agri-mechanisation solutions under Mahindra AppliTrac,
seeds, crop protection as well as market-linked distribution, agri-support information and counselling through the Samriddhi
Initiative. Through this network of services, Mahindra aims to empower the rural farmer and transform rural productivity, income
and living standards.
HIGHLIGHTS
Superbrands Council conferred the Superbrand title on Mahindra
Tractors for the second time since 2009
The 50,001st Yuvraj tractor was rolled out at the DDPL Rajkot
manufacturing facility in 2014
Mahindra Swaraj won a silver medal at the International Quality Circle
Competition held in Sri Lanka. It was represented by a team of women
diploma engineer trainees
Swaraj Tractors won the First Prize for Safety from the Punjab State
Safety Council, becoming the only tractor Company to be awarded in
this category
NEW LAUNCHES
Four new tractors were launched during the reporting period.
Arjun NOVO
Arjun 605 MAT
The first new-generation tractor designed and developed
in-house at Mahindra Research Valley, Chennai
India's first CRDe equipped
multi-application tractor
11
M-Star Tractor
Swaraj 735 XT
Built on a completely new platform and
caters to the higher than 50 HP segment
Extremely powerful and fuel efficient
40 Horse Power (HP) tractor
For more information please visit: www.mahindra.com/What-We-Do/Farm-Equipment
Mahindra (China) Tractor Co*
Mahindra USA Inc*
http://www.mahindra.com/What-We-do/Farm-Equipment/
Companies/Mahindra-China-Tractor-Co
Companies/Mahindra-USA-Inc
Mahindra Yueda (Yancheng) Tractor Co*
Mahindra Samriddhi
Companies/Mahindra-Yueda-Yancheng-Tractor-Co
http://www.mahindra.com/What-We-Do/Farm Equipment/
Services/Samriddhi
Micro-irrigation Business EPC Industrie Ltd.
Mahindra Powerol
http://www.mahindra.com/What-We-Do/Agribusiness/
Companies/EPC-Industrie-Ltd
http://www.mahindrapowerol.com/
*Mahindra (China) Tractor Co., Mahindra USA Inc., and Mahindra Yueda (Yancheng) Tractor Co. are not in the scope of this report.
AUTOMOTIVE & FARM SECTORS | MAHINDRA TWO WHEELERS
The Mahindra Group entered the two-wheeler industry by
establishing Mahindra Two Wheelers Ltd. (MTWL) in 2008. Since
then MTWL has grown rapidly by focusing on brand-building via
new product development that is guided by consumer insights,
strategic partnerships, service orientation and building scale.
HIGHLIGHTS
Mahindra Centuro's internationally patented anti-theft feature
proved its worth in successfully reuniting two owners with their
stolen motorcycles, in Nagaland and Haryana respectively.
12
The Production Hall-1 team undertook cost-cutting initiatives at the paint shop, saving
46 lac in one quarter
The Pithampur plant
Recorded 1,000 accident-free days in March 2015
Bagged the 'Energy Efficient Unit' Award at the 15th National Award for
Excellence in Energy Management 2014 organised by CII
Won awards under two categories - 'Best in Class Carbon Footprint' and 'Best in
Class Safety Excellence' - at the Asia Manufacturing Excellence Awards 2014
Won CII National Energy Conservation Award 2014
NEW LAUNCHES
A premium motorcycle and two scooters were launched during the reporting period
Centuro Rockstar
Gusto
A more affordable version of the popular Centuro
commuter motorcycle, but still sports electric start and
alloy wheels as a standard feature and comes with a
five-year warranty
The first indigenously designed scooter
with an advanced M-TEC engine, it also
incorporates India's first patented height
adjustable seat.
Rodea UZO 125
The most technologically advanced scooter on
Indian roads
For more information please visit: www.mahindra2wheelers.com
13
MAHINDRA PARTNERS DIVISION
Mahindra Partners is a diversified division that oversees new businesses in the
Mahindra Group such as metal products, steel trading, logistics and solar energy.
HIGHLIGHTS
Mahindra Susten, formerly known as Mahindra EPC Pvt. Ltd., is set to become the
largest Solar EPC Company in India in FY 2015. It secured 210 MW of Solar EPC project
orders plus 10 MW under the Andhra Pradesh State Policy and 30 MW under the
Telangana State Policy at the highest tariffs.
Mumbai Mantra, the Group's media and
entertainment division launched a
screenwriting initiative called 'CineRise
100' through which it aims to nurture
100 aspiring screenwriters and help them
pitch their scripts to potential producers,
financiers, etc.
Mahindra Partners launched Season 1
of 'The Mind Games' - a premium
platform for talent development and
crowd-sourcing of ideas in 2014. The
winning team presented their
recommendations during the Senior
Leadership Conclave 2014.
Mahindra Intertrade Ltd., Vadodara successfully rolled out its first Core Coil
Assembly in 2014.
Mahindra Intertrade Ltd. (MIL)
Mahindra EPC Services Pvt. Ltd.
http://www.mahindra.com/What-We-Do/Components/
Companies/Mahindra-Intertrade
http://www.mahindra.com/What-We-do/Energy/
Companies/Mahindra-EPC
Mahindra Steel Service Centre Ltd. (MSSCL)
Mahindra Logistics Ltd. (MLL)
http://www.mahindrasteelservicecentre.com
http://www.mahindra.com/What-We-do/Logistics
INFORMATION TECHNOLOGY SECTOR
Mahindra is one of the few Indian federation of companies offering end-to-end IT solutions and support through four
outstanding companies that have individual core competencies. Leveraging on its core competencies, it has emerged as a global
IT industry leader. Delivering customised IT solutions, it has helped clients optimise their strengths and adapt to new challenges in
a changing world. In two decades, Mahindra's IT sector has partnered with several Fortune 100 and Fortune 500 companies, to
deliver outstanding solutions that have helped drive their success.
14
HIGHLIGHTS
Tech M debuted in the Forbes Asia Fab 50 list, amongst a pool of 1,300 companies in
the Asia Pacific Region
The Odisha Chief Minister, Naveen Patnaik, inaugurated Tech Mahindra's new IT
block which is completely controlled through an Integrated Building Management
System
Tech Mahindra's Business Services Group won the 'Golden Peacock National Quality
Award' for 2014 under the BPO category
New Hampshire's DMV (Department of Motor Vehicles) chose Tech Mahindra to
implement its Motor Vehicles Enterprise System (MOVES)
For more information please visit: www.techmahindra.com
LEISURE & HOSPITALITY SECTOR
Through MHRIL, Mahindra
pioneered the vacation ownership
concept in India to bring affordable
and memorable vacations for Indian
families.
Members enjoy one week of
vacation each year at any of our 44
stunning holiday destinations across
India and South-East Asia. They can
also choose thousands of partner
resorts across the world, affiliated to
Resorts Condominium International.
Now, MHRIL is moving into exciting
new spaces and offers leisure boats,
camping vacations, corporate
retreats and homestays.
HIGHLIGHTS
Mahindra Holidays expanded its footprint with a new resort at
Kanha, Madhya Pradesh
Mahindra Holidays launched Club
Mahindra Teddy Travelogues, India's
first crowd-sourced travel e-zine for
children, by children
15
Mahindra Holidays & Resorts India Ltd. (MHRIL)
Mahindra Ocean Blue Marine*
http://www.clubmahindra.com
http://www.mahindra.com/What-We-Do/Leisure-and-Hospitality/
Companies/Mahindra-Ocean-Blue-Marine
*Mahindra Ocean Blue Marine is not in the scope of this report.
REAL ESTATE SECTOR
With a mission of transforming urban landscapes by creating sustainable
communities, the Mahindra Group forayed into real estate and infrastructure
development in 1994. As India's first green homes developer, Mahindra Lifespace
Developers Ltd. (MLDL) espouses green design and healthy living as the
foundation of all its projects. All its residential projects are pre-certified by the
Indian Green Building Council (IGBC).
Mahindra World Cities (MWCs) pioneered the concept of integrated cities which
are designed to create a balance between Life, Living and Livelihood. These
integrated urban centres are located near existing metros and comprise SEZs,
Industrial Parks, Retail and Social Infrastructure. As of now, MWCs are operational
at Chennai, Tamil Nadu and Jaipur, Rajasthan - aggregating 4,600 acres and
creating industrial/service campuses for more than 100 companies.
Mahindra World City,
Jaipur, is one of the 16
projects globally, which are
being supported by the
Clinton Climate Initiative
(CCI), a foundation for
sustainable development
promoted by former US
President Bill Clinton.
Only 2 of these projects are
India-based, and Mahindra
World City, Jaipur is one
of them.
Carrying the philosophy of sustainable urbanisation ahead, the Real Estate Sector has also ventured into
affordable housing projects and makes quality housing accessible to a wider cross-section of people.
16
HIGHLIGHTS
MWC Chennai is India's first township
to be awarded with Stage I certification
under IGBC Green Townships
MLDL launched 'Happinest' in 2014 as a
new business vertical focussed on quality
housing at affordable rates
Mahindra Lifespaces entered the
weekend homes segment with its first
project 'The Serenes' in 2014 at Alibaug
MWC, Chennai celebrated 12 successful
years with a special event and a live
performance by Hariharan
Team Chennai won the CSR Initiatives
Awards at Springboard 2014 - the
annual real estate conference
For further information, please visit http://www.mahindra.com/What-We-do/Real-Estate
Mahindra World City, Jaipur was
conferred the Skoch Order of Merit
during their 38th summit at New Delhi
in 2014 for its project - Women
Empowerment: Parda to Prosperity
Mahindra Lifespace
Developers Ltd. (MLDL)
Mahindra World City
Developers Ltd. (MWCDL)
Mahindra World City
Jaipur Ltd. (MWCJL)
http://www.mahindralifespaces.com
http://www.mahindraworldcity.com
http://www.mahindraworldcity.com
FINANCIAL SERVICES SECTOR
Mahindra Finance and its subsidiaries
offer a complete range of financial
services and insurance solutions for
both businesses and individuals. By
making credit available, they open
opportunities for people to improve
their own lives and create lasting
systems of livelihood. With more than
one million happy customers in rural
and semi-urban India, we are the
largest Non-Banking Financial
Company (NBFC) in the country.
HIGHLIGHTS
Mahindra Finance was recognised for
its Strong Commitment to HR
Excellence by CII at the 5th National
HR Excellence Awards, 2014
Mahindra Rural Housing Finance Ltd.
was awarded the Skoch Order of Merit
for nurturing creativity & innovation
MIBL was conferred 'Broker of the
Year' award at the 18th Asia
Insurance Industry Awards held in
Taipei, Taiwan
17
Mahindra Finance featured on
the list of 100 Great Places to
Work, 2014
Mahindra Finance was rated as one of the world's 28 sustainability leaders and
the only one from India under the Diversified Financial Services and Capital
Markets category
For more information please visit: www.mahindrafinance.com
Mahindra & Mahindra Financial
Services Ltd. (MMFSL)*
Mahindra Insurance
Brokers Ltd. (MIBL)
Mahindra Rural Housing
Finance Ltd. (MRHFL)
http://www.mahindra.com/WhatWe-Do/Financial-Services/Companies/
Mahindra-and-MahindraFinancial-Services
http://www.mahindra.com/WhatWe-do/Financial-Services/Companies/
Mahindra-Insurance-Brokers
http://www.mahindra.com/WhatWe-do/Financial-Services/Companies/
Mahindra-Rural-Housing-Finance
*Mahindra Insurance Brokers Ltd.(MIBL) and Mahindra Rural Housing Finance Ltd. (MRHFL)
are wholly owned subsidiary companies of Mahindra & Mahindra Financial Services Ltd.
AFTERMARKET SECTOR
The Mahindra Group introduced the
Aftermarket Sector for taking care
of the growing population of vehicles in
India. This move ushered in
the tenets of organised
corporate sector in a
largely unorganised
market.
HIGHLIGHTS
Mahindra First Choice Services Ltd. (MFCSL) expanded its pan-India network to 47
with the addition of 13 new Franchisee Owned Franchisee Operated (FOFO)
workshops across the nation.
It is expected that the used car market will grow to a level of about 2.5 times the size
of the new car market in the next four years. Mahindra First Choice Wheels created
India's first Auto Remarketing Forum, a forum focussed on the used vehicle
industry. The 1st meeting of this Forum was held on 26th November 2014, where
industry stalwarts from across domains met and discussed the way forward.
Mahindra First Choice Services Ltd.
(Multi-brand Service Chain)
Mahindra First Choice Wheels Ltd.
(Sale & Purchase of Used Cars)
http://www.mahindrafirstchoiceservices.com
http://www.mahindrafirstchoice.com
18
MAHINDRA SANYO SPECIAL STEEL PVT. LTD.
Mahindra Sanyo Special Steel Pvt. Ltd. (earlier known as Mahindra Ugine Steel Co.
Ltd.) is a premier steel manufacturing Company, with a presence across 100
countries. It is one of the most trusted brands in alloy steel.
HIGHLIGHTS
MSSSPL is the only Company in the Group to release a standalone Sustainability
Report for internal consumption that adheres to GRI G4 Guidelines
It is the first alloy steel Company in India to embark upon Life Cycle Analyses for 23
major products
For more information please visit: http://www.muscoindia.com/
GLOBAL FOOTPRINT
NORWAY
SWEDEN
ICELAND
CANADA
UK
IRELAND
FINLAND
RUSSIA
DENMARK
NETHERLANDS LITHUANIA
CZECH REPUBLIC
BELGIUM LUXEMBOURG
HUNGARY
FRANCE
GERMANY
SWITZERLAND
SERBIA
ITALY
ROMANIA MACEDONIA
SPAIN
TURKEY
MALTA
CYPRUS
TUNISIA
GREECE
SYRIA
MOROCCO
KUWAIT
ALGERIA
USA
JORDAN
BAHAMAS
BELIZE
GUATEMALA
EL-SALVADOR
MALI
DOMINICAN REPUBLIC
NICARAGUA
PANAMA
VENEZUELA
COLUMBIA
COSTA RICA
IVORY COAST
GHANA
BRAZIL
TCHAD
INDIA
QATAR
OMAN
THAILAND
CAMBODIA
ETHIOPIA
SRI LANKA
KENYA
UGANDA
RWANDA
TANZANIA
CONGO
DEMOCRATIC REPUBLIC OF CONGO
ANGOLA
MALAVI
ZAMBIA
MOZAMBIQUE
PHILIPPINES
MALAYSIA
SINGAPORE
INDONESIA
EAST PIMOR
PAPUA NEW GUINEA
MADAGASCAR
AUSTRALIA
NAMIBIA
SOUTH AFRICA
CHILE
TAIWAN
BANGLADESH
YEMEN
BOTSWANA
JAPAN
NEPAL BHUTAN
NIGERIA
PARAGUAY
ARGENTINA
SOUTH KOREA
IRAN
BAHRAIN
UAE
SUDAN
SENEGAL
GAMBIA
GUINEA
ECUADOR
PERU
IRAQ
SAUDI ARABIA
CHINA
LASOTHO
NEW ZEALAND
INDIA
Andhra Pradesh
Goa
Madhya Pradesh
Rajasthan
Arunachal Pradesh
Gujarat
Maharashtra
Sikkim
Andaman & Nicobar
Haryana
Manipur
Tamil Nadu
Assam
Himachal Pradesh
Meghalaya
Tripura
Bihar
Jammu and Kashmir
Mizoram
Uttar Pradesh
Chandigarh
Jharkhand
Orissa
Uttarakhand
West Bengal
Chhattisgarh
Karnataka
Punjab
Delhi
Kerala
Puducherry
19
ASIA PACIFIC
India
Saudi Arabia
Singapore
Syria
China
Kuwait
Thailand
Cambodia
Sri Lanka
Qatar
Japan
Australia
Nepal
UAE
Philippines
New Zealand
Bangladesh
Iraq
Indonesia
Papua New Guinea
Malaysia
Bahrain
S. Korea
East Timor
Bhutan
Oman
Taiwan
Iran
Yemen
Jordan
AFRICA
Tunisia
Senegal
Rwanda
Malawi
Algeria
Ethiopia
Congo
Botswana
Morocco
Tchad
Dem. Rep. of the Congo
Namibia
Egypt
Mali
Angola
Madagascar
Sudan
Guinea
Uganda
Lesotho
Gambia
Nigeria
Ivory Coast
Zambia
Ghana
Kenya
Mozambique
Mali
Tanzania
South Africa
France
Czech Republic
EUROPE
Italy
Romania
Spain
Hungary
Norway
Lithuania
Greece
Finland
Malta
Russia
UK
Belgium
Cyprus
Iceland
Macedonia
Netherlands
Ireland
Serbia
Germany
Denmark
Turkey
Sweden
Switzerland
Luxembourg
NORTH AMERICA
USA and Canada
SOUTH AMERICA
Chile
Ecuador
Guatemala
Bahamas
Brazil
Columbia
Panama
Dominican Rep.
Peru
Nicaragua
El-Salvador
Venezuela
Paraguay
Costa Rica
Belize
Argentina
20
CORPORATE GOVERNANCE
At Mahindra, we believe in value creation
that adds value to the nation and to the planet.
A strong commitment to business ethics triggers a virtuous cycle of benefits regulatory compliance, operational excellence, enthused employees, satisfied
clients, confident partners and consistent creation of shareholder value.
At Mahindra, we are accountable to the long term interests of all our
stakeholders, be it our investors or employees and disclose practices beyond
statutory regulations.
All our actions stem from our core values and are driven by transparency, integrity
and accountability. This agenda is steered by the top leadership at Mahindra, who
ensures that we operate in harmony with the environment, contribute to the
communities we operate in and achieve sustainable business growth.
Our gold standards of governance have earned us a
Level 1 rating for Governance and Value Creation from
CRISIL, India's leading ratings, research, risk and policy
advisory company, for four years in a row.
SHAREHOLDER VALUE
At Mahindra, we value our
shareholders as active contributors of
value creation process rather than
being passive beneficiaries.
Through a number of communication
channels, we share comprehensive
performance of the business and solicit
in-depth feedback on the same.
Complementing their insights and
perspectives, we chart progress paths
that lead to maximised returns.
The Chairman, along with the entire Board, addresses the investors and
provides clarifications at least once each year during the Annual General
Meeting, which is the principal forum for face-to-face interaction.
The Chief Financial Officer (CFO) regularly reaches out to investors across the
globe during investors and analyst interactions (twice a year), along with
senior management. In addition, there is a dedicated Investor Relations Cell
to meet visiting investors.
Our corporate website www.mahindra.com provides comprehensive
information and an exclusive 'Investor Relations' section which informs and
addresses shareholder needs. An exclusive email ID 'investors@mahindra.com'
has been designated for the investors towards registering complaints and the
same has been displayed on the Company's website.
The quarterly, half-yearly and yearly results are published in local and
national dailies. Presentations are also made to national as well as
international institutional investors and analysts that are uploaded on the
website of the Company and available to all stakeholders.
We also regularly post information relating to financial results and
shareholding pattern on Corporate Filing and Dissemination System viz.
www.corpfiling.co.in, the common platform launched by BSE and NSE for
electronic filing by listed companies.
21
GOVERNANCE
FRAMEWORK
A robust governance
framework forms the
foundation of a
long-term investor
relationship.
BOARD OF DIRECTORS
GROUP EXECUTIVE BOARD
The Committees of the Board are
constituted to ensure operational
independence, timely direction and
supervision, which are essential for
day-to-day functioning of the
organisation.
The Group Executive Board (GEB)
consists of experts across industry
segments. It comprises the Chairman &
Managing Director, President of the
business sectors as well as heads of
certain key corporate functions. The
GEB facilitates synergistic and
symbiotic relationships, and creates a
shared vision and value system across
the Group. It provides strategic
direction and enterprise leadership to
the Mahindra Group.
Currently, the Board has the
following Committees:
Audit Committee
Governance Remuneration and
Nomination Committee
The governance framework at
Mahindra brings all our subsidiaries,
associates and joint ventures under its
ambit and firmly instils the Group's
objectives in everyday operations. It
includes thorough monitoring of the
performance and spearheading
operational excellence across verticals.
The Mahindra Group is categorised into
eleven verticals. M&M Ltd., the flagship
Company directly runs two businesses:
the Automotive Division and the Farm
Division; and is the chief shareholder in
all the other entities.
All Group Companies have their
independent Boards of Directors,
governance structure and policies which
align with those of M&M. Companies
who have not formulated their
individual policies follow M&M policies.
BOARD OF DIRECTORS
The Mahindra Group benefits from
the collective wisdom of its Board
which comprise industry leaders with
extensive experience and
achievements in diverse arenas. The
Board guides the Group's actions to
enhance stakeholder prosperity by
upholding the highest tenets of
transparency and accountability.
For details, please visit:
http://www.mahindra.com/Investors/m
ahindra-and-mahindra/Governance.
Share Transfer and Shareholders /
Investors Grievance Committee
For the composition of the Group
Executive Board, please refer:
www.mahindra.com/Who-WeAre/Our-Leadership/GroupExecutive-Board
Research & Development
Committee (a voluntary initiative
of the Company)
Strategic Investment Committee
(a voluntary initiative of the
Company)
Loans & Investment Committee
(a voluntary initiative of the
Company)
Corporate Social Responsibility
Committee:
The scope of CSR Committee
encompasses formulation of
sustainability agenda,
recommendation to the Board,
implementation and overseeing of
the policies governing the nine
principles of business
responsibility. The charge of
implementing the Business
Responsibility Policies has been
entrusted to one of the members
of the Board, Dr. Pawan Goenka.
The committee has also
nominated Mr. Rajeev Dubey as
BR head, responsible for execution
of the BR Policies and
communication to the
CSR Committee or/and the CSR
Council on the status of the
implementation of BR Policies
from time to time.
CORE PURPOSE
To challenge conventional
thinking and innovatively
use all our resources to
drive positive change in the
lives of our stakeholders
and communities across
the world - to enable them
to Rise.
Our Core Purpose
delineates our purpose of
existence and binds the
entire Mahindra workforce
across the globe to develop
solutions which can create
a sustainable future. It sets
our aspirations to grow as
a sustainable business and
outlines our approach to
help our stakeholders
prosper and rise.
22
CORE VALUES
CODES OF CONDUCT
KEY HIGHLIGHTS
Our Core Values inspire us to enable
the world to rise and lead by
sustainability - social, economic and
environmental.
In the last decade, our revenue grew
exponentially, business verticals
increased, operations spread to
multiple countries and employee
strength saw a surge. During this
period, governance practices also
evolved and the legal environment
witnessed substantial change.
The CoC has mandated the
appointment of a Chief Ethics Officer.
They are an amalgamation of what we
have been, what we are, and what we
want to be:
GOOD CORPORATE
CITIZENSHIP
We will continue to seek long-term
success in alignment with the needs of
the communities we serve. We will do
this without compromising on ethical
business standards.
PROFESSIONALISM
We have always sought the best
people for the job and given them the
freedom and the opportunity to grow.
We will continue to do so. We will
support innovation and well-reasoned
risk taking, but will demand
performance.
CUSTOMER FIRST
We exist and prosper only because of
the customer. We will respond to the
changing needs and expectations of
our customers speedily, courteously
and effectively.
QUALITY FOCUS
To keep in step, we launched a
refreshed Code of Conduct Ethiquette, which is relevant to
current times and provides a robust
foundation for future growth.
Our new Code of Conduct is our
central policy document, outlining the
standards that every single person
working for and with the Company
must comply with regardless of
location. In addition, individual
business units issue policies that
provide more specific guidance about
certain business practices.
A comprehensive framework, the new
CoC, enables effective stakeholder
engagement, faster & fairer decisions,
transparent & unambiguous processes
and a professional & ethical conduct.
It underlines our responsibilities to our
people, partners and shareholders as
well as mandates us to:
Behave in an ethical manner,
taking pride in our actions
and decisions
Quality is the key to delivering value
for money to our customers. We will
make quality a driving value in our
work, in our products and in our
interactions with others. We will do it
'First Time Right.'
Comply with the principles
and rules in our Code, and
full our legal and regulatory
obligations
DIGNITY OF THE INDIVIDUAL
Seek guidance wherever
required if we feel a working
practice is not ethical or safe
We will value individual dignity,
uphold the right to express
disagreement, and respect the time
and efforts of others. Through our
actions, we will nurture fairness, trust,
and transparency.
Report non-compliance or
breach of our Code
immediately
Various reader-friendly features have
been incorporated in the document to
enhance clarity of thought and
specificity of action.
Ethics Decision Tree' and an
'Approval & Disclosure Matrix'
to help every employee make
informed decisions
'Q&A' and 'Dos & Don'ts' to
understand the code better
and translate the principles in
practice
Disclosures on various new
governance initiatives with
regards to Violation
Reporting, Whistle Blower
Policy etc.
IMPLEMENTATION
MECHANISM
At the Corporate level, the
implementation of the Code of
Conduct is overseen by the CGC
(Corporate Governance Cell)
comprising four members of the
Group Executive Board, who represent
business sectors as well as the
Corporate Centre.
The CGC reports to the
Board of Directors.
To develop better understanding of
the new Code of Conduct, all
employees will submit a formal
Compliance Declaration ensuring that
they have read and understood the
COC, agree with the Code and will
abide by any amendments in letter
and spirit. This declaration will
mandate all employees to obtain all
necessary approvals and make
required disclosures as prescribed
under the Code.
23
MEMBERS OF
THE CORPORATE
GOVERNANCE CELL (CGC)
as on 31st March 2015
COMPLIANCE
Compliance is an absolute essential at Mahindra and our compliance committee
ensures that we abide by all regulatory frameworks applicable to the Group in
everything we do. We strictly adhere to national and international standards of
trust, transparency and integrity.
Rajeev Dubey
President, Group HR & Aftermarket
Sector (Convenor)
Pawan Goenka
Executive Director & President,
Automotive and Farm Sectors
(Member)
Ruzbeh Irani
President, Group Communications &
Ethics, Chief Brand Officer (Member)
In this reporting year, there were no instances of non-compliance by the Group
and no penalty or strictures were imposed on the listed companies of the Group
by Stock Exchanges or SEBI or any statutory authority, on any matter related to
the capital markets. We incurred no fines from any regulatory authority for noncompliance of laws and regulation in year 2014-15.
We continued to abide by Competition Act 2002
- a mandatory legislation that deals with
anti-competitive behaviour.
Ulhas Yargop
President, Information Technology
Sector & CTO (Member)
Mario Nazareth
EVP, Corporate Management Services
(Member Secretary)
For more details, please refer
http://www.mahindra.com/Investors/
Mahindra-and-Mahindra/Governance
Regulatory Compliance
We are 100% compliant to regulatory laws, guidelines and specifications relevant
to our business. Our audit committee ensures strict adherence and regulatory
compliance, round the year. In case any related observations are made, they are
immediately brought to the notice of the senior management and necessary
corrective actions are executed.
Regulatory compliance is periodically reviewed by the
Group Executive Board (GEB).
POLICIES
Our commitment to ethics is enshrined in our policies which guide us on
significant aspects of governance. We review our policies periodically and have
set high standards of implementation.
Specific matters are addressed in detail in the extensive Corporate Governance
Policies of M&M Ltd. Though these policies are not explicitly instituted across the
entire Mahindra Group, it is an unstated decorum for all Group Companies to
follow them in letter and spirit.
The Mahindra Group's governance policies include:
CORPORATE COMMUNICATIONS | DISASTER MANAGEMENT |
EMPLOYEE RELATIONS | CAPITAL BUDGETING | CORPORATE REPRESENTATION
IN TRADE AND INDUSTRY FORUMS | CORPORATE FINANCE |
DEALING WITH DEALERS AND CUSTOMERS | E-BUSINESS SECURITY |
ENVIRONMENT AND POLLUTION | HUMAN RESOURCES | INSIDER TRADING |
INTRANET USAGE | INVESTOR GRIEVANCES | QUALITY | INVESTOR RELATIONS |
SAFETY & OCCUPATIONAL HEALTH | SEXUAL HARASSMENT | SUPPLIERS AND
VENDORS OF SERVICES AND PRODUCTS | TRADE MARKS | GREEN IT GUIDELINES
| GREEN SUPPLY CHAIN MANAGEMENT POLICY
24
BUSINESS
RESPONSIBILITY POLICIES
We comply with Business
Responsibility Policies encompassing
economic, social and environmental
responsibilities of business as approved
by our CSR Committee Board.
They are devised to be in alignment
with the nine principles of Business
Responsibility, required by SEBI as per
clause 55 of the Listing Agreement.
ANTI-CORRUPTION POLICIES
AND PROCEDURES
We expect our employees to exhibit
the highest level of integrity and
ethics in every sphere of activity. We
deem any act of corruption to be nonnegotiable and take strict action
against anyone found indulging in
such unethical acts. Corporate
Governance & Business Ethics are a
mandatory part of our induction
process and are an integral part of our
Code of Conduct. No incident of
corruption was found during the
reporting period.
PUBLIC POLICY
ADVOCACY
Anand Mahindra
Chairman & Managing Director
Mahindra & Mahindra
A few of the boards and committees
that Mr. Mahindra serves on are:
Asia Business Council - Member
Anita Arjundas
Global Board of Advisors of the
Council on Foreign Relations Member
CEO - Real Estate Sector and
Managing Director,
Mahindra Lifespace Developers
World Bank Group's Advisory Board
for Doing Business - Member
A member of the Federation of
Indian Chambers of Commerce and
Industry (FICCI) Real Estate Council,
Asia Society
US-India Business Council - Member
of the Board
Natural History Museum of London
- Board of Trustees
Rajeev Dubey
President - Group HR, Corporate
Services and Aftermarket Sector
President of the Employers'
Federation of India (EFI)
President of the National Human
Resource Development Network
(NHRDN)
Co-chair of the National Committee
on Skill Development of CII
Serves on the CII National
Committee of Leadership and
HR and the CII Apex Council on
Affirmative Action
A member of the National
Executive Committee of
The Federation of Indian Chambers
of Commerce and Industry (FICCI)
Serves on the Boards of Walchand
Talent First, the Lal Bahadur Shastri
Institute of Management and
Technology (LBSIMT), the School of
Inspired Leadership (SOIL) and
Magic Bus - an NGO that works
with underprivileged youth
India Design Council - Chairman
Pawan Goenka
The Nehru Centre, Mumbai Executive Committee Member
Executive Director & President Automotive & Farm Equipment Sectors
Board of Trade, Government of
India - Member
Chief Minister's Advisory Council,
Govt. of Rajasthan - Member
Empowered Committee on
Mumbai Transformation - Member
Harvard Business School - AsiaPacific Advisory Board Member
Member of the Developer's
Committee of the Export
Promotion Council for ExportOriented Units and Special
Economic Zones (EPCES)
Ramesh Iyer
Managing Director Mahindra & Mahindra Financial Services
and CEO, Financial Services Sector
A member of the Banking &
Finance Committee of the Bombay
Chamber of Commerce and
Industry
Member of the core committee of
the Finance Industry Development
Council (FIDC) and the Taskforce of
NBFCs of the Federation of Indian
Chambers of Commerce and
Industry (FICCI)
Co-chairman of the Group on
Finance & Leasing and Insurance
of the Council of Economic Affairs
Ulhas Yargop
President - IT Sector & CTO,
Mahindra Group
Member of the Advisory Board of
Harvard Business School (HBS) Club
of India
Member of the Managing
Committee of the Harvard Business
School India Research Center
A fellow of SAE International and
the Indian National Academy
of Engineers
Chairman of Board of Governors
at IIT Madras
Sits on the Board of National Skills
Development Corporation (NSDC)
CII National Council member
Harvard University Asia Centre Advisory Committee Member
25
AWARDS
Appreciation received from
multiple industry bodies during
the reporting period stands testimony
that our intentions and policies are being
translated into exemplary performance. The
awards and recognitions we receive are a testament
to our commitment and reinforce our faith in the path we
have chosen to achieve our goals.
Some of the key recognitions received during the year include:
LEADERSHIP
Corporate
M&M has been awarded the
Dun & Bradstreet - Manappuram
Finance Ltd. Corporate Awards
2014 for being No. 1 in the
Automobile Sector in India
Mahindra Insurance Brokers Ltd.
(MIBL) won the 'Broker of The Year'
award at the 18th Asia Insurance
Industry Awards (AIIA)
Rajeev Dubey
President - Group HR, Corporate
Services & Aftermarket Sector and
Member of the Group Executive Board
was conferred the 'Lifetime
Achievement Award' at the Global HR
Excellence Awards, World HRD
Congress 2014
Keshub Mahindra
Individual
Chairman - Tech Mahindra Foundation
was honoured with the Lifetime
Achievement Award from ASSOCHAM
Laurels for the Leader
Anand Mahindra
Named as one of the world's
50 greatest leaders by
Fortune magazine
Declared Best CEO at the
Business Today Best CEO
Awards in the Large
Companies category. Also
recognised as the Best CEO in
the automobile industry
Received the coveted
Sustainable Development
Leadership Award from The
Energy and Resources
Institute (TERI)
Became the first Indian to
receive the prestigious
Harvard Medal for his
dedication, generosity and
service to the University
Ramesh Iyer
Managing Director - Mahindra &
Mahindra Financial Services Ltd.
received the Best CEO - Financial
Services Sector Mid Cap Award at the
Business Today Best CEO Awards
Mr. Naresh Patil
Mr. Umesh Joshi and
Mr. Anand Marathe
Three assessors from the Mahindra
Group were honoured at the CII-ITC
Sustainability Awards, instituted by
the CII-ITC Center of Excellence for
Sustainable Development
Haresh Kumar
MD Mahindra Intertrade Ltd. was
conferred the Gold Award in the
'Leading CEO of the Year' category by
the Greentech Foundation
V S Parthasarathy
CFO, Group CIO & EVP - Group M&A
won the CFO Innovation Asia Award
2014 for Excellence in Mergers &
Acquisition. He also received the
prestigious 'CFO India Hall of Fame'
Award at the Fourth Annual CFO100
Awards
Anita Arjundas
Managing Director & CEO of Mahindra
Lifespace Developers Ltd. (MLDL) was
ranked at No. 38 on Fortune India's list
of the 50 Most Powerful Women in
Business
Kiran Sarkar
Sustainability, AFS was awarded as
the 'Sustainability Emerging Leader
of the Year 2014' at Parivartan
Sustainability Leadership Awards
instituted by Sustainability Outlook
ENVIRONMENT
Mahindra & Mahindra Ltd., Tech
Mahindra and Mahindra Finance
were among 22 companies that
featured in the Carbon Disclosure
Leadership (India) Index 2014
26
SOCIAL RESPONSIBILITY
PEOPLE
QUALITY AND INNOVATION
Mahindra Group ranked at No. 3 in
The Economic Times list of India's
Best Companies for CSR 2014
The Mahindra Group was awarded
the 'HR Organisation of the Year'
at the Global HR Excellence
Awards, World HRD Congress 2014
Mahindra Powerol was awarded
the prestigious Deming for their
contributions to Total Quality
Management (TQM)
Tech M ranked #5 at the 2014 ATD
Best Award for employee learning
and talent development
Tech M was awarded the prestigious
Best ICT Delivery Partner - Land
Transport Excellence Award 2014
Mahindra Finance was recognised
for its strong commitment to HR
Excellence by CII at the 5th National
HR Excellence Awards, 2014
Mahindra Rural Housing Finance
Ltd. was awarded the Skoch
Order of Merit for nurturing
creativity & innovation
Tech M Fightback Application won
the Digital Humanitarian Award at
the TMF World 2014
The Tech M Foundation was
awarded the Madan Mohan
Malaviya Award for Best CSR
Practices in Education 2014, for its
Shikshak Samman Awards scheme
Mahindra Intertrade was awarded
the Silver Award in the 'Best
Strategy HR' category at the 4th
Annual Greentech HR Awards 2014
27
Sustainability and Us
OVERVIEW
'Alternative Thinking' has been the driving force of our sustainability journey. It is
directing us to think big but act lean, get ahead but give back, market globally but
manufacture locally and target high profits but in harmony with a higher purpose.
Over the years, we have travelled a significant distance. We have been taking the
lead and big leaps in sunshine areas, traversing alternative routes, finding rooms for
improvement in seemingly perfect solutions and adding sustainable possibilities in
our bouquet of offerings.
A native language of Mahindras business narrative, today we almost subconsciously
sieve our strategies, actions and policies through the triple bottom line filter.
The essence of sustainability resides in the very core
purpose of Mahindra "We will challenge conventional
thinking and innovatively use all our resources to
drive positive change in the lives of our
stakeholders and communities across the world, to
enable them to Rise."
28
SUSTAINABILITY STRUCTURE
Sustainability at Mahindra is governed by a top-down approach enabling strategic vision and action plan to not just steer grassroots interventions, but also monitor its effectiveness and disclose it transparently.
BOARD COMMITTEE FOR CORPORATE SOCIAL RESPONSIBILITY
Set directions for promoting the CSR agenda for M&M Ltd. and all Group Companies
SUSTAINABILITY COUNCIL
CSR COUNCIL
Approves & monitors spends of philanthropic activities /
projects as per the mandate from the Board Committee
Approves new initiatives and monitors
progress of integration of the ESG
parameters in business & operations
GROUP SUSTAINABILITY CELL
Management of large & long term
projects through the various
Foundations across the Group
Management and
coordination of
employee volunteerism
Drives sustainability through
awareness and knowledge building
across the Group
Supports individual businesses in
integrating sustainability in strategic
business processes and operations
Make all external disclosures
SUSTAINABILITY CHAMPIONS
Located at all plants / offices to locally
drive & monitor various initiatives
and collect data for reporting
SUSTAINABILITY 2.0 YEAR ONE UPDATE
In the last year itself, we commenced
our migration to the new G4, GRI's
fourth generation of Sustainability
Reporting Guidelines, with an indepth analysis to re-identify and
prioritise stakeholders & material
issues. Our new roadmaps were
aligned with the emerging G4
requirements and we also built
competencies across various Group
Companies so that the data
measurement and management
happens smoothly.
In the reporting year, we have
undergone a comprehensive gap
analysis to identify the additional
aspects required to fulfil G4
compliance. Our sustainability
reporting team is therefore well
poised to publish a G4 report in the
next reporting year.
In FY 2012-13 as we accomplished our
5-year Group-wide Sustainability
Roadmap in just 3-years, we realised that
each of our businesses possess
exponential potential to raise their
sustainability performance.
and redefine its sustainability focus.
Each started with a detailed stakeholder
engagement exercise, followed it up
with a comprehensive materiality
analysis and dovetailed the insights to
formulate a business specific roadmap.
Mahindra is a confederation of diverse
businesses spanning from manufacturing
to services to retail. Each business,
depending on its products, its scale of
operation and the geography it caters
to, has a unique set of stakeholders and
material issues. Each business can
therefore create a larger impact in areas
specific to their operations.
This year, marks our first year of action
in the second leg of our sustainability
journey. Each of the businesses has
owned responsibility towards the
roadmap and has constructively
spearheaded processes and practices to
address each materiality issue.
Thus in FY 2013-14, we progressed to
BusinessWise sustainability where each
business charted their individual
roadmap in line with the companys
vision, its materiality issues, sustainability
maturity and business goals. Businesses
could also time their targets depending
on the scale of the goal.
Each company followed a
comprehensive process to refresh, refine
As the companies are focusing on their
individual sustainability targets, our
ambition is to achieve pole position in
the sustainability sphere and inspire
others to follow this ethical growth
path. Companies like M&M, MLDL,
Tech M and FSS have already
contributed to this commitment by
scoring leadership ranks in the globally
recognised sustainability indices like DJSI
and CDP, and other business are on their
way to perform at peak potential.
29
In the first year of our sustainability 2.0 journey, we recorded many firsts. Businesses like AD and FD
achieved their 2-year targets in just the first year. FSS surpassed four of its eight 2-year targets in the first
year itself. MLDL too accelerated actions and achieved a couple of its 2020 goals like material procurement
and community engagement. However, there are a few specific areas where the businesses are lagging
behind and companies have channelised efforts to overcome the barriers and catch up with the targets.
target
2015-16
actual
2014-15
Baseline
2012-13
Carbon Footprint Reduction
20% 10% 0.380 Specific
[GHG Emissions Scope 1+2] (Tonne/eq. vehicles)
25% 14% 2.86
Specific Water Footprint Reduction
(kl/eq. vehicles)
Waste Impact Reduction
25% 32% 2.90
• Reduction in Paint Sludge
(kg/eq. vehicles)
ECO-EFFICIENCY
of Renewable Power
6% 5.61% 0.025 Use
(% of total power)
• Reduction in Packaging Waste
(kg/eq. vehicles)
15% 88% 9.76
15% 58% 21.82
Wood
Corrugated Box
9
(no. of suppliers)
• Energy-efficient Projects (nos.)
5% 9.94% 171
0
• Assessment & Green Rating
12
Emission Reduction for M&M Fleet
(gm/km)
Aim Towards Zero Accident (nos.)
Knowledge Enhancement in
Sustainability Parameters
75% 100% 40%
90% 67% 30%
PRODUCT
resp.
#
0
• Coverage of Sr. Management
Employee
Care & Dev.
100
• Capacity Building (no. of suppliers)
M&M - AD
Mission: Adopt & enable
benchmark sustainable
practices to be a top 10
global automotive brand
• Coverage of Mid. & Jr. Management
Vocational Training to Youth
50 6.796
5
(no. in thousands) (AD + FD)
100 10.084
5
(no. in thousands) (AD + FD)
Vision Correction
Community
development *
250
100
green
value chain
Upstream Supply (supplier)
400
150
# Process has been initiated for identifying projects through Sustainability Assessments and will be achieved in FY 16.
* Community Development commitments are under review.
30
Specific Carbon Footprint
10% 24% 0.269 Reduction
[GHG Emissions Scope 1+2] (Tonne/eq. tractors)
5%
0
0
Use of Renewable Power (% of total power)
Water Footprint Reduction
20% 26% 1.815 Specific
(kl/eq. tractors)
250
250
50
100
100
#
0
1
0
Upstream Supply (supplier)
• Capacity Building (no. of suppliers)
• Assessment & Green Rating
(no. of suppliers)
• Energy-efficient Projects (nos.)
6
Capacity Building
Aim Towards Zero Accident (nos.)
• Coverage of Senior Management
75% 65% 30%
90% 75% 25% • Coverage of Middle and Junior
ECO-EFFICIENCY
baseline
2012-13
green
value chain
actual
2014-15
Employee
Care & Dev.
target
2015-16
50
5
5
Agriculture School Education
200
10
10
Rental Service for Agri Equipment
(no. of youth in thousands)
(no. in thousands)
Community
development*
Management
M&M - FD
Mission: Adopt & enable
benchmark sustainable
practices to deliver
FarmTech Prosperity
# Process has been initiated for identifying projects through Sustainability Assessments and will be achieved in FY16.
* Community Development commitments are under review.
Reduce Specific Electricity
3.5% -52.27% 9.976 Consumption
by % YoY (in GJ)
Reduce Specific GHG Emissions
3.5% -16.02% 2.135 by
% YoY (in tCO2)
3.5
1
2.63
1.2
Providing Happy Homes to
Rural Families (in lac)
Providing Health Products to
1.5 0.051 Rural
Customers (in lac)
10% 3.95% 264
2.96 2.82
3.3
119
nil
108
Empowering Communities by
focusing on Financial Literacy %
Increase YoY (in thousands)
ECO-EFFICIENCY
baseline
2012-13
product
responsibility
actual
2014-15
FSS
Unleashing the Passion of Our
People through Capability Building
(in days per person)
Conducting Workshops on
Employee Wellness, Awareness
and H&S
(no. of workshops)
Employee
Care & Dev.
target
2015-16
Mission: To transform
rural lives and drive
positive change
in the communities
Uplift Communities through Need-
10% 31.26% 3,312 based Interventions and Employee
Volunteering % YoY (no. of employees)
31
baseline
2012-13
Mission: Be in the top 3
sustainable organisations
in India within our industry
Community
development
tech
mahindra
Employee
Care & Dev.
green
value chain
ECO-EFFICIENCY
Reduction in Power Usage
Effectiveness of Data Centres
Actual
2014-15
target
2015-16
1.47 -17.69% 3%
Reduction in Absolute Emissions
Scope 1+ Scope 2 (tCO2 in thousands)
119.47 3.82% 2.50%
Reduction in Water Consumption
682.67 -47.57% 5%
(kl in thousands)
Use of Recycled Water
#
Operations & Locations adhering
to Centralised E-Waste Policy
^
Capacity building on
Sustainability Parameters,
for the Number of Suppliers,
by Market Spend
0
8
10
Continuous Learning
40
40
40
(hours per person per year)
Reduction in Attrition Rate
of Top Performers
Tech M Foundation to reach out to
Beneficiaries across Ten Locations
(beneficiaries in lac)
To establish SMART Centres
across all Locations with a Target of
80% Placement. Support Large
In-service Teacher Training Institutes
in 4 Class A Cities (no. of smart centers)
5%
95%
100% 100%
16% 19% 10%
#
3
1.25 1.25
65
75
Note: Roadmap has been revised in the current year
# Data not available
^ Policy drafted and process maintained as per laws.
32
Mission: Transform urban
landscapes by creating
sustainable communities
Community
development
mldl
Employee
Care & Dev.
green
value chain
ECO-EFFICIENCY
Energy Intensity Reduction (in MJ/sq. ft.)
Water Intensity Reduction (in cu. m./sq. ft.)
Waste Intensity Reduction (in gm/sq. ft.)
baseline
2013-14
Actual
2014-15
target
2020
0.62
0.08
20.7
*
*
*
10%
10%
20%
Initiated
work for
2
locations
2
Build Sustainable Communities by
Conducting Biodiversity Assessment
for our Locations (in nos.)
done
Share of Renewable in Energy Mix
0.8% 1%
**
5%
Total Building Materials (by cost) to be
Procured within a Distance of 400 km
^
Build Sustainable Supply Chain by
Capacity Building and Establishing
Monitoring Mechanism of Carbon and
Water Footprint (no. of top suppliers)
^
Identified
top 150
suppliers
100
Be Industry Leader in the
'Great Place to Work'
^
^^
Top 5
Increase Gender Diversity at Workplace
50% 50%
17% 18% 30%
Achieve the Target in Fatalities
for all Sites (in nos.)
1
3
0
Achieve the Target in Reportable
Accidents for all Sites and Continued
Reduction in Lost Work Day Accident
Rates (in nos.)
3
5
0
Projects to have Community
Engagement Programmes (CEP)
82% 85% 100%
CEP to Reach Out / Cover the
Target Group
^
#
30%
Enable Employability by Driving Skill
Development / Upgradation Programmes
^
0.9
10
(in thousands)
Companies included: MLDL, MWC | ** Biodiversity study done
for MWCC & MWCJ as a part of Environmental Impact Assessment study
Note: MWC denominator of acres is converted in sq. ft. for calculating the
actual values of 2013-14 for consistency using 1 acre=43,560 sq. ft.
* The appropriate baseline and monitoring methodology is under development.
# In progress. The monitoring template will be implemented in FY16.
^ Data unavailable.
^^ Participated in GPTW survey. Ranking to be obtained in FY16.
While roadmaps exist for all the Group Companies that are part of the
report scope, featured here are roadmaps of those Companies that
cumulatively contribute a substantial majority of the Group's turnover.
33
STAKEHOLDER ENGAGEMENT
If sustainability is about ensuring value addition and long-term
profitability while simultaneously managing and minimising
negative social and environmental impacts of business, then
stakeholder engagement is one of the key activities that enables
this to happen successfully and effectively.
At Mahindra, we believe that forging strong and dynamic channels of
communication with our stakeholders is mutually beneficial at
multiple levels. It helps us plan our short- and long-term
strategies better, identify scope for a new product or service
and enhance the performance of existing products. At
the same time, our stakeholders become part of
our overall growth vision, understand our
decisions much better and support
our endeavours more fervently.
Whether it is a customer or an investor, a dealer or a
supplier, an employee or a local community, we make it a
point to address and listen to every stakeholder.
GROUP-WIDE STAKEHOLDER ENGAGEMENT
MECHANISMS:
As the mediums change, so must our modes of engagement. We evolve our
engagement modules to be in sync with the changing times.
Stakeholder group
Engagement channels
Employees
Conferences, workshops, publications, newsletters &
reports, online portals, employee involvement in CSR
activities, feedback surveys and one-to-one interactions
Customers
Interviews, personal visits, publications, mass media &
digital communications, feedback camps, plant visit and
support programmes
Suppliers
& Dealers
Supplier & vendor meets, workshops & trainings, audits,
policies, IT-enabled information sharing tools and
recognition platforms
Investors
Annual report, sustainability report, press releases,
investor presentations, corporate website, quarterly and
annual results
Local Communities
CSR activities
34
EMPLOYEES
At Mahindra, we believe that only a well-engaged employee can be consistently productive. Not only does consistent engagement
lead to better alignment with corporate goals, it also helps gauge employee needs and wants. Employees being privy to internal
systems and decision-making processes, are also a rich source of insights to improve organisational processes and policies.
We provide ample platforms for active dialogues with employees.
Jagruti Competition | AD
Jagruti Competition, earlier known as
Quality First Competition is an annual
programme conducted at AD since last
4 years. It is a large scale initiative
spread across seven plants and
covering over 9,000 employees.
In February 2015, Anand Mahindra, Chairman, Mahindra Group, launched
MeConnect, Mahindras very own mobile app through which employees can access
the latest news and announcements within Mahindra, apply for leave and track
reimbursements even when they are on the move.
During this years competition at
Nashik plant, operators were assessed
at four different levels: Basic Working
Team Leaders, Managers, Paint Unit
Managers and Manufacturing Heads /
Plant Head. A total of 3,026 operators
were assessed in the first round, of
which 37 operators reached the final
round and 20 operators were selected
as final winners. Along with the
individual level competition, a team
level competition was also conducted
and rewards were distributed to
individual as well as team winners.
In an endeavour to promote and nurture a culture of innovation at MVML, an
Innovation Fair was organised for the third time in November 2014. Over 16 projects
were showcased and evaluated by jury members during the fair and a total of 10
probable patents were identified.
MeConnect App | Group-wide
Sustainable Product Expo-2014 | AFS
Innovation Fair | MVML
A Sustainable Product Expo was organised
by AFS sustainability team in December
2014 at Kandivli as part of the Resource
Conservation Month Celebrations linked
to the National Energy Conservation
Week. The purpose of the Expo was to
enhance energy conservation awareness
amongst employees and suppliers.
24 reputed exhibitors displayed their products related to energy efficiency, renewable
energy, water management, waste management, green supply chain management,
Mahindra CSR & innovation. About 1,000 employees from various functions of Auto,
Farm and Mahindra Corporate, and key suppliers visited the exhibition.
35
The winners of the Founders Day
sustainability exhibition competition
and the online energy quiz competition
also received their awards on the
occasion. In addition, the Green Spot,
specially designed to mark out
sustainability project locations in
Mahindra AFS factories, was unveiled.
Project Prayas | AD
On December 01, 2014, 950 employees
from AD, Nashik took part in a mega
AIDS awareness rally consisting of 15,000
students from 18 schools and colleges. An
animation film on HIV/AIDS developed by
us was screened at various schools,
colleges and congregation points.
CUSTOMERS
We exist to serve our customers. Hence, it is imperative that we engage them in an
active dialogue where we not only receive valuable feedback from them, but also
share our performance, direction, operational philosophy and organisational
achievements with them.
Here are some engagement initiatives that were introduced
during the reporting period:
'M-Plus' - Nationwide service camp | AD
A nationwide mega service camp M-Plus was organised in March 2015 at over 450
Mahindra authorised workshops across the country for vehicles like Bolero, Scorpio,
Thar, Xylo, Quanto, Verito, Verito Vibe, Logan, XUV5OO and Rexton.
The customers availed an exhaustive 75-point free check on each vehicle by trained
technicians. They also got discounts on spare parts and labour charges, and won
exciting prizes. Data gathered during the camp helped gauge customer satisfaction.
Celebrating women and vibrancy |
Multiple Businesses
On the occasion of International
Womens Day and Holi, a fun-packed
event was organised for over 60 women
employees of Pune hub at Chakan. In
addition to interactive session, there was
also a Zumba activity conducted by a
trained professional.
Road safety awareness drives |
MVML
A month-long Road Safety Awareness
drive was carried out in January 2015 by
Esops volunteers from MVML Chakan's
Press Shop. In addition to appreciating
road safety compliance by Mahindra
employees, the volunteers also teamed
up with an NGO and the highway traffic
police to conduct a medical health
check-up camp.
Uday Initiative for CV owners | AD
In May 2014, we launched Uday Initiative, a unique programme with multiple
benefits targeted towards the new owners of our commercial vehicles.
As part of the Uday Programme, the CV owners are offered a wide range of
monetary as well as non-monetary benefits. This includes
A personal accident
insurance policy for
vehicle drivers worth
INR 200,000
10% discount on
labour charges
and 5% on
spare parts
A mobile
recharge
of
INR 100
A unique referral
scheme with
benets of free
service coupons
The Programme also includes a unique scholarship whereby children of
the CV owners scoring 75% and above in the class 10 board examination
are given scholarship of INR 5,000 each and a certicate of appreciation.
In 2014, a total of 1,000 boys and girls were awarded.
36
Apart from these monetary benefits,
customers will have access to With You
Hamesha vehicle service and health
check-up camps organised by Mahindra.
In June 2014, With You Hamesha
service camps were organised at various
dealership locations in Bihar and
Jharkhand for Maxximo owners and in
Rajasthan for Alfa and Gio owners.
The Rajasthan camp also featured the
Alfa Guru Workshop a one-of-a-kind
DIY (Do It Yourself) training to
Alfa owners on how to better maintain
their vehicles.
During the course of training, participants underwent a theoretical session on
different features and hands-on training on maintenance, aggregate repairs,
electrical & electronic repairs on TPMS, RPAS, RLS, VMS, usage and advantages of 4wheel drive, diesel engine (CRDe) technology, diagnostic methods, symptom-based
diagnostics and usage of different equipment to trouble shoot.
Swaraj Satkar | SD
The Swaraj Satkar initiative invites customers to visit the Swaraj manufacturing
facility. The past quarter saw many farmers visiting Swaraj and providing the plant
team with inputs towards achieving higher customer satisfaction.
Farmtrails | FD
Under the Farmtrails programme, Mahindra employees get a unique opportunity to
spend a weekend with farmers and experience their way of life. This helps the
employees get unique insights into the needs and motivations of farmers, to design
better products and services for them.
MILE
MAHINDRA INSTITUTE OF LEARNING EXCELLENCE
LOCAL COMMUNITIES
Training for Indian Air
Force personnel | MILE
The Indian Air Force has chosen the
Mahindra Scorpio for its ground
operations. To impart proper
understanding of Scorpios features,
operational insights and trouble-free
performance, Mahindras corporate &
fleet management team in coordination
with MILE (Mahindra Institute of
Learning Excellence) Noida, arranged a
special technical training session at the
MILE facility which was attended by 10
Indian Air Force personnel.
Local communities play an important role as providers of a favourable ecosystem.
We engage with them on a continuous and consistent basis to help them achieve their
objectives as well as brief them about the companys activities and plans.
‘Rise for Good’ contest | CC
The Rise for Good contest invited employees to share ideas on how Mahindra
should get involved with the Bombay Development Directorate (BDD) Chawls
surrounding the Mahindra Towers. BDD Chawls comprise over 200 three-storey
buildings that were constructed during the British rule. The contest was preceded by
need assessment meetings with building representatives, discussions with the
municipal authorities and interactions with the PWD officials. The contest generated
63 different ideas which included interventions on environmental, health and
educational initiatives.
The winners of the contest were recognised and rewarded in December 2014 in the
presence of Esops and CSR team members. Taking note of the plans outlined by the
three winners, Esops Mahindra Towers launched its first cleanliness drive in the
BDD Chawls in January 2015. The three winners were invited to participate and help
lead this initiative.
37
Relief work in Jammu and Kashmir | Group-wide
A series of street plays
were organised across the
‘BDD Chawls’
demonstrating behaviours /
attitudes related to
cleanliness.
World Environment Day | Tech
Mahindra
Not just 'Go Green' but 'Grow Green'
was the motto of Tech Mahindra
associates, while celebrating World
Environment Day at the Bhoirwadi ZP
School near Hinjewadi, Pune. The event,
supported by TMF in coordination with
Urmee - a local NGO, saw children, their
parents, villagers, the gram panchayat,
the local police officials and Tech M
associates come together to plant trees
across the school.
In the aftermath of the devastating floods in Jammu and Kashmir last year,
Mahindra employees rose up to the occasion and provided timely on-site relief
support. Relief materials were distributed in Malangpora and Padgampora
villages of Pulwama District.
Increasing Health Insurance Awareness | MIBL
MIBL launched Swaasthya Bima Jaagruti Abhiyaan campaign to educate people in
the rural areas on health insurance, its benefits and importance. Spread across 100
villages in the states of Maharashtra, Tamil Nadu, West Bengal & Uttar Pradesh, the
campaign covered 14,000 people including 3,100 women.
Dustbin distribution at schools | MIL
The Esops team at MIL distributed fibre dustbins in ZP Schools at Wadiwarhe,
Sanjegaon, Morambi and Gonde in order to maintain hygiene and cleanliness within
school premises. This will benefit around 1,800 students.
Empowering the differently abled | AD
AD Igatpuri team volunteered to train 40 differently abled students of two
schools at Igatpuri. 23 Esops volunteers helped these students develop skills in
making handmade greeting cards, diwali lights and flower pots, eventually
making them self-reliant.
SUPPLIERS
Suppliers are a key element in our chain of activities and their performance as well as
input make a huge difference to the efficiency with which we serve the other
stakeholders. Hence, we engage with them at various fora.
Environmental Awareness
Drives | AD
There are around 65 local vendors who
currently supply material for Scorpio,
Xylo, Quanto and Bolero models to
Nashik Plant.
Our Safety and SCM teams engage them
on a regular basis by organising
different awareness drives as well as
celebrating various events like
Environment Day, World Water
Conservation Day, Safety Week, Drivers
Day with Transporters & Suppliers etc.
Green Army | MLDL
MLDLs Green Army is a volunteer-based
campaign that aims to impart
knowledge and practical skills to
children on environmental conservation
and thereby build a green army of one
million caring citizens. A total of 100
employee volunteers spearheaded the
campaign in its pilot phase across 13
schools in Mumbai.
This also results in these suppliers
implementing various SOH&E (Safety
Occupational Health & Environment)
best practices at their end. To build a
competitive spirit around sustainability,
a SOH&E competition was organised.
11 suppliers were shortlisted for
presentations out of which the winners
and runners-up were decided and
felicitated.
38
Sustainability Workshop for Suppliers | AFS
Suppliers’ Meet | MLDL
In conjunction with World Environment Day, June was celebrated as the
Sustainability Month at AFS. A Sustainability Awareness Workshop for 100
participants from 50 supplier organisations was conducted. The objective was to look
beyond Mahindra and start creating awareness and commitment within our
ecosystem, extending it to our partners.
MLDL organised suppliers and
contractors' meets of South and West
zone in Chennai and Mumbai
respectively. Both meets saw an
overwhelming response, with 65+
individuals from 50 companies and 100+
individuals from 80 companies
attending the meets in Mumbai and
Chennai respectively.
After the inauguration of the 'Sustainability Month', oath taking and sign-off,
a tree planting event was also carried out. A full day workshop was held wherein
Supplier Guidelines were released and topics such as global best practices in
suppliers domain, best practices at M&M Ltd., assessment criteria and case studies by
suppliers were covered.
Supplier Business Capability Building (SBCB) | AFS
Initiated in 2011, the SBCB is a comprehensive development exercise which deploys
the 3E model of Education, Exposure and Experience. Through this initiative, we have
been working with 80 strategic suppliers on strategic business planning, managing
growth, people practices and execution excellence. This leads to building processes
that ensure consistent quality and future readiness through an engaged workforce.
As part of the initiative, a workshop on Building a Transformational Leadership
Culture was conducted for CEOs & top management of AFS suppliers in January
2015. It was facilitated through Myers-Briggs Type Indicator® (MBTI®) and
Fundamental Interpersonal Relations Orientation - Behavior® (FIRO-B®) instruments.
Sessions on building powerful teams using MBTI & FIRO-B, conflict resolution, making
feedback work etc. were among the topics covered.
39
DEALERS
Dealers directly interface with our customers and form the face of the company.
Engaging with them helps us understand customer needs as well as effectively
communicate our viewpoint to consumers.
Retailers’ Meet | Mahindra
Agribusiness
5th Dealer Council Meet 2014 | FSS
The 5th Mahindra Finance Dealer Council (MFDC) Meet for M&M Auto Sector Dealers
was held on May 21, 2014 in Mumbai, to provide dealers with a platform to share
their feedback with the Company's top management.
40 dealers from across the country shared concerns about the operational functions
affecting their business performance and provided their inputs towards improving
the same.
With an aim to boost confidence in our
products and strengthen our
relationship with retailers, the Crop Care
division of Mahindra Agribusiness
organised retailers meets in Sonipat
(Haryana) and Baraut (UP).
45 Crop Care retailers attended the
programme in Sonipat, where future
plans of Mahindra Agribusiness,
including the progress of the
formulation plant at Ankleshwar,
Gujarat, was shared with them.
Contest for service technicians | Mahindra Powerol
Mahindra Powerol has a strong network of 138 service dealers called MAGIECs
(Mahindra Authorised Gensets & Industrial Engines Centres), spread all over the
country. In February 2015, Mahindra Powerol conducted its 2nd All India 'Champion of
Champions' contest for MAGIECs at the Powerol Head Office in Kandivli, Mumbai.
The participants included technicians, service supervisors and technical specialists
from the Powerol dealerships across the nation.
The 55 retailers who attended the meet
in Baraut were briefed about
Mahindras growth, direction and new
businesses like dairy, edible oil and
pulses.
During the meet, farmer testimonials
regarding benefits delivered by our key
products were shown to the retailers
and they were also encouraged to share
their viewpoints.
Over 800 participants from 150 service dealerships were assessed on their passion
for the Rise philosophy, customer centricity, in addition to their technical and
practical knowledge. Winners were felicitated for the 'Individual Award for Best Rise
Story' and team award for the quiz competition. The day concluded with an
interaction with the senior management.
40
MAHINDRA
ONLINE FOOTPRINT
With new-age consumers and progressive businesses increasing their online presence,
the World Wide Web has become the worlds biggest marketplace. Despite having a
large portion of our business interest in manufacturing sectors that are traditionally
not considered to be net-savvy, we have leveraged online space for wide-ranging
engagements like increasing customer satisfaction, receiving feedback about the
quality, building brand loyalty, and getting market responses from neutral observers
and prospective customers to regular consumers.
Online status of our various businesses:
27,476 likes
Mahindra Scorpio
3,188,773 likes
Mahindra Thar
1,141,268 likes
Mahindra Bolero
1,852,445 likes
Mahindra XUV5OO
2,098,193 likes
Mahindra Xylo
2,130,581 likes
Club Mahindra
1,190,799 likes
Mahindra Scooters
996,667 likes
Mahindra Rise
800,209 likes
Mahindra AQ
924,993 likes
Mahindra Adventure
1,247,413 likes
Mahindra Racing
2,029,790 likes
Mahindra Lifespaces
109,143 likes
Online status of AFS
10 million+ fans on Facebook
25 million+ views on YouTube
41
Driven by our People
Our people are our pride. Their skills are our strengths.
Their rigour enables us to rise, together.
OVERVIEW
At Mahindra, employees are encouraged to challenge the status quo,
dive deep into the still waters of unconventional thinking and unleash
the pearls of innovation.
The cumulative result of this enterprising spirit of our 200,000 employees in over
100 countries across the globe, is Mahindra's leadership status across product
and service spectrums.
Our talent management processes do not end at attracting and recruiting bright
employees but also extend to nurturing, motivating, rewarding and retaining them.
As we build capabilities, we keep a sharp focus on health and safety of our employees.
Institutionalisation of Mahindra Rise Awards and
Mahindra Safety Awards are a testimony to our balanced
focus on employee excellence and well-being.
MANAGEMENT APPROACH
We aspire to be one of the Top 50 most admired global brands by 2021. In this
ambitious flight to attain foremost position, we have ensured to keep our ears to
the ground and understand the pulse of our employees. We connect with all our
employees across designations and departments and create leaders across
hierarchies and businesses.
Complementing our focus on employee engagement, is our thrust on empowering
talent through a wide array of learning and development platforms and offering
growth opportunities.
42
We have developed a two-tier HR management approach - one at the Group level and other at the Business level:
THE GROUP HR
THE BUSINESS LEVEL HR
Helps create a federation that is driven by purpose and is futuristic in its outlook
to 'Create Tomorrow's Company'. In this endeavour, Group HR along with the
businesses co-creates next generation practices in People Management and
Governance to build a culture of excellence.
Ensures alignment with the Group
HR philosophy and rolls out
customised employee initiatives for
their respective business.
Provides thought leadership in the field of Human Capital and brings in
appropriate tools and methodologies so as to create an organisational climate
where Mahindra Renaissance Leaders can achieve accelerated growth. Towards
this goal, Group HR facilitates creation of Centres of Excellence.
Manage routine processes for their
businesses like employee
performance management,
industrial relations, recruitment,
training & development, employee
engagement, employee
satisfaction surveys etc.
Becomes the custodian of cutting-edge practices in Talent Management and
Leadership Development across the Group.
LABOUR PRACTICES
We are an equal opportunity employer and do not tolerate discrimination in
any form.
We adhere to all the labour legislations and also recognise and support the
right to collective bargaining. Towards ensuring safe and healthy working
conditions for our workforce, all units of AD, FD, MSSSPL and MIL are OHSAS
certified.
A 'Corporate HR Cell' is in place at Mahindra that charts and monitors norms,
policies and initiatives to maintain consistency of good people practices across
our business segments. Additionally, our employees also undergo training
periodically to remain updated with contemporary best practices.
In 2001, we became one of the rst Indian companies to
be a signatory to the United Nations Global Compact
(UNGC), and we remain dedicated to operate in sync
with its principles on labour standards.
Since 2009, International
Labour Organisation's core
labour conventions have been
embedded in our policies:
Freedom of association and
the right to collective
bargaining
Right to organise and
collective bargaining
convention
Forced labour convention
Abolition of forced labour
convention
Minimum age convention
PRINCIPLE 3
PRINCIPLE 5
Businesses should uphold the
freedom of association and the
effective recognition of the right
to collective bargaining
The effective abolition of
child labour
PRINCIPLE 6
The elimination of all forms of
forced and compulsory labour
The elimination of
discrimination in respect of
employment and occupation
Worst forms of child labour
convention
Equal remuneration
convention
Discrimination (Employment
and Occupation) convention
43
HUMAN RIGHTS
We prescribe to the highest standards of human behaviour and respect the
dignity of everyone associated with us. Any act that violates human rights is
unacceptable at Mahindra.
We strictly condemn acts like discrimination, forced & compulsory labour and
child labour within and beyond Mahindra boundaries. We also discourage any
form of corruption including bribery or other negative practices.
While respecting and protecting human dignity has always been one of our core
values, in May 2009 we formally incorporated the 10th Principle of UNGC in our
Human Rights policy.
We also adhere to the
UNGC principles on Human Rights,
which state:
PRINCIPLE 1
Businesses should support
and respect the protection of
internationally proclaimed
human rights
PRINCIPLE 10
PRINCIPLE 2
Businesses should work against corruption in all its forms, including
extortion and bribery
Ensure that businesses are not
complicit in human rights abuses
We strictly condemn acts
like discrimination, forced &
compulsory labour and child
labour within and beyond
Mahindra boundaries.
DIVERSITY &
INCLUSION
A Group Diversity Council and Sector-level Diversity Councils are place at Mahindra to
harness the power of diversity cutting across gender, physical abilities and race. In the
reporting year, Mahindra Susten instated a Diversity and Inclusion Committee to induct,
train and influence the employees on various diversity priorities
Gender:
Generation:
Differently abled:
Encourage women to come at work
by implementing employee-friendly
leave policy for maternity, paternity
and adoption
Foster an encouraging culture for
the young organisation through a
favourable sabbatical policy, and
provision of gym and sport facilities
Conscious efforts are being taken
to recruit differently abled
candidates and provide them a
conducive work environment
Towards this purpose, many policies and practices have been initiated to not only foster a favourable and friendly work
environment, but also enable and enhance employees' productivity.
44
TALENT MANAGEMENT
At Mahindra, talent management is not just an HR process aimed at
increasing business value. It is more about adding value to our people's
strengths, work and work life. We reach out to people across the geographies,
departments and teams in the organisation and extend to them a nurturing,
motivating, rewarding and welcoming environment.
OUR TALENT MANAGEMENT ASPIRATION
By 2021,
Mahindra to be
amongst the top 50
most admired global
brands by enabling
people everywhere
to Rise
By 2021,
Mahindra Group to
be amongst the top
25 global companies
for leaders to
work for
Rigour in Talent
Management
process so as to
strengthen the
talent pipeline
OUR IMPLEMENTATION STRUCTURE
A robust talent management
process is in place at the Mahindra
Group which enables the sectors
to attract, nurture, revitalise and
retain some of the finest talent
from across the globe.
We reach out to people
across the geographies,
departments and teams in
the organisation and
extend to them a
nurturing, motivating,
rewarding and welcoming
environment.
For an in-depth view of our
strategic implementation structure
and how it leverages individual
and team strength to create value
for the Group, refer our
Sustainability Report, 2009-10.
INTEGRATED
DEVELOPMENT
STRATEGY
The talent development processes at
Mahindra are a fine blend of growth
oriented strategies and diverse
engagement tools to ensure
continuous development of employee
skills. This integrated approach allows
us to get the best out of our
employees at all times.
45
SHADOW
BOARDS
INDIVIDUAL
DEVELOPMENT
ACTION PLANS
At Mahindra, we
consider nurturing
existing talent as an
investment and
continue to hone
their skills through
various programmes
and tools.
COACHING
LEADERSHIP
DEVELOPMENT
INTEGRATED
DEVELOPMENT
STRATEGY
DEVELOPMENT
CENTERS
O
360
FEEDBACK
E-LEARNING
FIRESIDE
CHATS
ROTATION
KEY LEARNING & DEVELOPMENT PROGRAMMES
Mahindra offers a cradle of
opportunities to its employees to hone
their skills, reinforce their learning,
stimulate imagination and invigorate
passion.
From shop floor to the top floor, the
inroads of Mahindra are carved with
care for its employees. Mentorships,
training, knowledge-sharing are some
of the methods that bring out the best
in our employees. In the reporting
year too, several new and ongoing
development programmes were
conducted for fresh, budding and
experienced talent. Elaborated below
are a select few:
PROJECT ASPIRE
Project Aspire was a unique HR
intervention by Mahindra Finance to
provide growth opportunities to the
employees of its subsidiary 'Mahindra
Business Consulting Private Ltd.' by
transferring them to Mahindra
Finance. Employees were selected
through a structured assessment
programme based on meritocracy,
transparency & fairness. In 2014-15,
3,188 employees qualified to bag the
transfer.
Project Parivartan is a residential
leadership training programme for
workmen of MIL. It focuses on
imparting effective living and life skills
training to the union leaders as well as
empowering the spouses of workmen
with life skills training.
PROJECT PARIVARTAN
Changing lives of workmen at MIL
MANTHAN
YOUNG INTERTRADE COUNCIL
The mentorship programme
Mahindra Finance launched Manthan,
a mentorship programme for its high
potential employees. The programme
connects employees to mentors in the
organisation who guide, support and
encourage them to perform better.
The initiative establishes a reciprocal
dialogue between mentors and
mentees to enhance collaborative
learning.
Young Intertrade Council is a platform
to connect, engage and involve the
young generation of MIL towards
making a future-ready Company. As
part of this programme, young leaders
are encouraged to engage with each
other as well as with the senior
leadership to share knowledge. This
cross-learning platform is serving as an
efficient lever for propelling
entrepreneurial and innovation spirit.
46
GROUP MANAGEMENT CADRE (GMC) PROGRAMME
GMC is Mahindra's flagship leadership development platform aimed to groom
young professionals recruited from top Indian B-schools to become high potential
managers, ready to take up leadership positions in a period of 12 to 15 years.
I N I T I A T I V E
The induction programme
In FY 2014, 31 management graduates from India's best business schools joined
the programme. Senior leaders from the Group interacted with the new joinees
on subjects like organisational values, strategies and financial aspects of the
business.
The summer internship programme
A much sought-after internship, every year this programme provides almost 70%
of new recruits for the Company.
The internship comes with ample opportunities for students to interact with
mentors and learn on-the-job skills. The progress of participants is closely
monitored throughout the programme. The highlight of the programme is a
personal interaction with Anand Mahindra who shares with them noteworthy
insights and inspires them to excel in all walks of professional life.
Mahindra Dares
the Young Turks
to Dream
The Mahindra War Room (MWR)
has emerged as a cult brand
among the students of India's
top B-schools.
In FY 2014, 66 bright students were handpicked from the premier B-schools of India
to join the summer internship programme. Out of these, over 50 interns were
selected for a Group-level evaluation by senior leaders for recruitment.
PREMIER LEARNING AT MIL
Learning is a lifelong journey and at MIL this journey is made special for the
senior talent by rewarding them with premier learning opportunities. Senior
leaders comprising 'Department Heads' and above can choose learning
interventions at premier institutions such as XLRI, IIMs and ISB in order to gain
specific domain knowledge from professional faculties.
HARVARD MANAGE MENTOR (HMM)
The HMM is a unique leadership building programme which offers a host of
interactive management modules.
This year, HMM trainees were felicitated by the top management executives of the
Group. All the 59 executives who completed the programme went on to win at the
Group-wide Individual Learning Implementation contest held during the year.
This year, its seventh season saw
an enthusiastic participation of
over 2,900 teams from 36
campuses across the country.
Inspired by the Group's goal of
'emerging among the Top 50
most admired global brands by
2021 by enabling people
everywhere to Rise', this season's
theme was 'Dare to Dream' and
it witnessed some of the finest
ideas put forth by some of
India's most talented young
minds.
For the students,
MWR is an opportunity
to leverage their
knowledge as well as
accomplish their
aspirations. For us, it
is a trove of ne talent,
disruptive ideas and
innite possibilities.
47
EMPLOYEE ENGAGEMENT
An engaged employee is enthusiastic
about his work, excited about new
opportunities, eager to learn new
things and has an evolved sense of
belonging to the organisation.
But we truly believe that employee
engagement is more beneficial to the
organisation than the employees. It
enables us to motivate our people,
gather feedback, enhance employee
involvement, and increase individual
productivity which amplifies our
potential to Rise.
We have a number of programmes
to engage with our people.
Detailed below are some of our
new and continual engagement
platforms:
DELIVERING INSIGHTS
THROUGH REFLECTIVE
CONVERSATIONS
Thoughtful exchange of dialogues
and introspective exercises are at the
core of Reflective Conversations (RC)
Skill Building Workshops at Mahindra.
During the year, over 400 senior
executives from 13 businesses
benefited from these workshops.
A number of programmes were
organised for different sectors
including Tech Mahindra and
Mahindra Lifespaces Developers Ltd.
(MLDL) in Pune, Mumbai as well as
Australia. These programmes were
facilitated by renowned faculties and
saw enthusiastic participation from the
sector employees.
Looking at the effectiveness of this
programme, a sustenance plan has
been put in place by the Group HR.
INTERTRADE
WOMEN'S COUNCIL
The Intertrade Women's Council acts
as a physical and emotional support
infrastructure to assist women
employees in solving work related
concerns and issues. The Council
organises women centric events,
sessions and workshops with a focus
on increasing the participation levels
of women at MIL.
FIRST ANNIVERSARY OF
'MAHINDRA REMEMBERS'
'Mahindra Remembers' our alumni
portal completed a successful year in
2014. During this year, the portal saw
an overwhelming response and
participation from ex-employees and
150 Mahindra Alumni were present in
the function. To celebrate the first
anniversary of the portal, the Group
HR organised a celebration for the
Mahindra alumni who were joined by
several existing Mahindra employees
including senior management
executives.
POLICIES
Our HR policies are a reflection of our people management
practices. We have a well-structured framework to ensure harmonious
implementation of policies through a central HR council, comprising
business sector HR heads who address all matters related to
labour practices.
Each of our Group Companies ensures
effective implementation of the
following policies:
HUMAN RESOURCE
Our HR policy aims to ensure equal dignity and equal opportunities for all employees by aiding in:
Resource planning by mapping
skills and opportunities of our
employees leading to enhanced
job satisfaction
Setting high standards of employee
behaviour and ensuring dignity of
each employee irrespective of their
seniority or the hierarchy
Garnering valuable employee
feedback through robust employee
relations initiatives and periodic
employee surveys
48
EMPLOYEE RELATIONS
Our employee relations policy is aimed at fullling the following objectives:
Achieve
organisational goals
with active involvement
of employees
Focus on attracting,
retaining and nurturing
people with relevant
skill-sets and competencies
Create a mutually
beneficial and
productive industrial
climate
Manage
employees fairly
and transparently
EMPLOYEE ASSOCIATIONS AND COLLECTIVE BARGAINING AGREEMENTS
All our employees are free to choose the union and benet from the right to collective bargaining agreements.
We also strictly prohibit bias towards any specic employee group. A majority of our employees are members of:
Bhartiya Kamgar Sena (BKS)
Mahindra & Mahindra
Workers Union
EMPLOYEES WHO ARE COVERED UNDER THE COLLECTIVE
BARGAINING AGREEMENTS FOR FY 2014-15
Unionised
93%
Nonunionised
Breakup of Unionised Employees
7%
No. of Employees
Bharatiya Kamgar Sena
4,064
M&M Employees Union
2,817
Mahindra & Mahindra Workers Union
2,207
Mahindra Conveyor Employees Union
31
Mahindra Engines Associates Union
114
Mahindra Two Wheelers Workers Union
574
MRRKS-Maharastra Rajya Rashtriya Kamgar Sangh
378
MVML Associates union
2,372
Punjab Tractors Workers' Union (Regd.)
315
Swaraj Tractors Workers' Union (Regd.)
299
Resort and Hotel Employees' Union (RHEU)
100
Swaraj Engines Workers' Union (Regd.)
141
Swaraj Automotives Workers' Union (Regd.)
125
Swaraj Foundry Division Workers' Union (Regd.)
128
Total
13,665
Mahindra & Mahindra
Employees Union
MINIMUM NOTICE
PERIOD OF OPERATIONAL
CHANGES
During the reporting period,
all the Group Companies employing
unionised labour, followed all
pertinent regulations in letter
and intent.
One such regulation is The Industrial
Disputes Act, 1947, which applies to
labour relations. It specifically
mentions a three-week notice period
for all operational changes. It provides
consultation and negotiation
opportunities during the notice
period. If consent is given, only then
can the agreement be signed to reflect
the changes.
For a comprehensive discussion on the
act and its various facets, please refer
our Sustainability Report 2009-10.
49
WORKFORCE SNAPSHOT
EMPLOYMENT DISTRIBUTION
Sector
Males
Females
Total
FSS
17,417
811
18,228
789
81
879
MHRIL
1,720
271
1,991
MSSSPL
2,206
11
2,217
MWC
FD
13,684
224
13,908
MTWL
2,145
58
2,203
MVML
7,021
177
7,198
MLL
3,001
157
3,158
AD
19,492
172
19,664
Tech M
42,719
17,286
60,005
SBU
2,009
27
2,036
MIL
589
15
604
MFCSL
830
135
965
6,687
69
6,756
MLDL
MReva
547
45
592
MEPC
222
20
242
EPC Industrie Ltd.
434
11
445
2,419
111
2,530
123,940
19,681
143,621
MRV
Overall Result
50
EMPLOYMENT GRADE & TYPE GENDER BREAK-UP: PERMANENT EMPLOYEES
Junior Mgmt.
Sector
FSS
Males Females
16,812
Senior Mgmt.
Middle Mgmt.
Total
Males
778 17,590
Females
Workmen
Total
Males
Females
Total
Males
Females
Total
Total
Males
Females
Total
576
33
609
29
0
29
0
0
0
17,417
811
18,228
MWC
18
4
22
18
1
19
8
0
8
0
0
0
44
5
49
MHRIL
243
42
285
158
25
183
58
7
65
520
84
604
979
158
1,137
MSSSPL
396
3
399
66
0
66
18
0
18
377
0
377
857
3
860
FD
1,213
67
1,280
878
37
915
96
1
97
3,870
20
3,890
6,057
125
6,182
MTWL
696
42
738
230
8
238
20
0
20
573
0
573
1,519
50
1,569
MVML
422
36
458
166
5
171
12
0
12
2,363
1
2,364
2,963
42
3,005
MLL
1,470
125
1,595
163
14
177
11
1
12
0
0
0
1,644
140
1,784
AD
1,475
106
1,581
968
39
1,007
86
1
87
6,147
8
6,155
8,676
154
8,830
32,142 15,738 47,880
9,060
1,276 10,336
458
45
503
0
0
0
41,660
17,059
58,719
Tech M
SBU
44
2
46
40
1
41
13
0
13
0
0
0
97
3
100
MIL
97
9
106
38
4
42
9
2
11
34
0
34
178
15
193
296
37
333
36
4
40
4
0
4
278
0
278
614
41
655
MFCSL
MLDL
115
34
149
138
26
164
16
6
22
0
0
0
269
66
335
MReva
186
14
200
133
7
140
5
0
5
55
0
55
379
21
400
MEPC
160
13
173
42
5
47
11
1
12
0
0
0
213
19
232
EPC Industrie Ltd.
273
10
283
19
0
19
15
0
15
0
0
0
307
10
317
1,149
71
1,220
690
17
707
47
0
47
382
2
384
2,268
90
2,358
916
64
980
MRV
Overall Result 57,207 17,131 74,338 13,419 1,502 14,921
14,599
115
14,714 86,141 18,812 104,953
EMPLOYMENT GRADE & TYPE GENDER BREAK-UP: NON-PERMANENT EMPLOYEES
Sector
Fixed Term Contract
Third Party Contract
Males
Total
Males
Females
Females
Others
Total
Males
Females
Total
Total
Males
Females
Total
FSS
0
0
0
0
0
0
0
0
0
0
0
0
MWC
4
0
4
750
76
826
0
0
0
754
76
830
MHRIL
321
32
353
297
62
359
123
19
142
741
113
854
MSSSPL
11
2
13
1,228
3
1,231
110
3
113
1,349
8
1,357
FD
202
15
217
4,341
45
4,386
3,084
39
3,123
7,627
99
7,726
MTWL
313
2
315
3
0
3
310
6
316
626
8
634
MVML
0
0
0
2,159
125
2,284
1,899
10
1,909
4,058
135
4,193
MLL
1,356
16
1,372
0
0
0
1
1
2
1,357
17
1,374
AD
4,731
0
4,731
4,731
1
4,732
1,354
17
1,371
10,816
18
10,834
121
73
194
828
139
967
110
15
125
1,059
227
1,286
SBU
0
0
0
1,912
24
1,936
0
0
0
1,912
24
1,936
MIL
0
0
0
385
0
385
26
0
26
411
0
411
MFCSL
2
0
2
204
94
298
10
0
10
216
94
310
MLDL
10
3
13
6,408
0
6,408
0
0
0
6,418
3
6,421
MReva
4
4
8
164
20
184
0
0
0
168
24
192
MEPC
Tech M
9
1
10
0
0
0
0
0
0
9
1
10
EPC Industrie Ltd.
79
1
80
0
0
0
48
0
48
127
1
128
MRV
11
0
11
76
14
90
64
7
71
151
21
172
149
7,323
Overall Result
7,174
23,486
603
24,089
7,139
117
7,256
37,799
869
38,668
51
GENDER COMPOSITION & TURNOVER AND RATE OF NEW HIRES ENTERING & LEAVING
Rate of new
hires joining
Turnover
Head Count
Sector
Males
Rate of new
hires leaving
Females
Males
Females
Males
Females
17,417
811
25%
25%
42%
24%
8%
4%
798
81
1%
0%
1%
1%
0%
0%
MHRIL
1,720
271
22%
20%
24%
21%
8%
7%
MSSSPL
2,206
11
18%
55%
17%
36%
5%
0%
13,684
224
6%
7%
4%
6%
0%
2%
MTWL
2,145
58
34%
37%
19%
17%
5%
0%
MVML
7,021
177
12%
37%
0%
4%
0%
0%
FSS
MWC
FD
Males
Females
MLL
3,001
157
21%
17%
17%
35%
1%
5%
AD
19,492
172
1%
27%
1%
11%
0%
1%
Tech M
42,719
17,286
37%
35%
48%
54%
17%
15%
SBU
2,009
27
0%
4%
1%
0%
0%
0%
MIL
589
15
3%
7%
4%
7%
0%
0%
MFCSL
830
135
17%
6%
29%
7%
5%
2%
6,687
69
1%
17%
2%
41%
0%
2%
547
45
10%
11%
17%
24%
0%
0%
MLDL
MReva
MEPC
MRV
Overall Result
222
20
18%
37%
46%
21%
5%
0%
2,419
111
0%
0%
7%
10%
9%
24%
123,940
19,681
20%
33%
25%
50%
8%
13%
AGE COMPOSITION
% Turnover
< 30 yrs
Between
30 - 50 yrs
31%
18%
MWC
0%
MHRIL
MSSSPL
Rate of new joinee
Rate of new joinee leaving
< 30 yrs
Between
30 - 50 yrs
> 50 yrs
< 30 yrs
Between
30 - 50 yrs
> 50 yrs
4%
58%
21%
0%
12%
4%
0%
2%
4%
3%
2%
4%
0%
0%
0%
46%
13%
6%
50%
18%
2%
20%
3%
0%
31%
11%
9%
43%
2%
0%
11%
2%
0%
6%
3%
14%
6%
2%
0%
0%
0%
0%
MTWL
63%
11%
3%
36%
7%
0%
10%
1%
1%
MVML
7%
51%
85%
1%
1%
0%
0%
0%
0%
21%
21%
16%
22%
12%
11%
2%
1%
5%
Sector
FSS
FD
MLL
> 50 yrs
2%
1%
1%
2%
1%
0%
0%
0%
0%
47%
23%
20%
68%
26%
11%
24%
6%
4%
SBU
1%
4%
0%
1%
12%
0%
0%
1%
0%
MIL
2%
3%
7%
5%
2%
7%
0%
0%
0%
MFCSL
7%
36%
33%
20%
40%
0%
4%
6%
0%
MLDL
24%
19%
33%
76%
35%
8%
5%
3%
0%
MReva
13%
6%
20%
24%
12%
20%
0%
0%
0%
MEPC
22%
22%
33%
53%
47%
17%
5%
5%
17%
EPC Industrie Ltd.
DNA
DNA
DNA
DNA
DNA
DNA
DNA
DNA
DNA
0%
0%
0%
9%
5%
1%
12%
7%
4%
31%
16%
4%
46%
17%
1%
15%
4%
0%
AD
Tech M
MRV
Overall Result
The age group bifurcation is not available for the Third party workforce for the sectors: MWC Chennai (female category).
52
TRAINING (AVERAGE MAN HOURS / EMPLOYEE)
Junior Management
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
AD
37,823.28
1,694.00
39,517.28
1,475.00
106.00
FD
7,000.00
640.00
7,640.00
711.00
FSS
821,298.50
47,461.00
868,759.50
161.50
44.00
205.50
MEPC
MFCSL
Sum of
Females
Average Training Hours
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
1,581.00
25.64
15.98
25.00
45.00
756.00
9.85
14.22
10.11
13,243.00
595.00
13,838.00
62.02
79.77
62.78
160.00
13.00
173.00
1.01
3.38
1.19
3,679.00
624.00
4,303.00
296.00
37.00
333.00
12.43
16.86
12.92
MIBL
12,296.00
1,184.00
13,480.00
572.00
85.00
657.00
21.50
13.93
20.52
MIL
3,689.85
213.50
3,903.35
97.00
9.00
106.00
38.04
23.72
36.82
MRV
31,624.00
1,552.00
33,176.00
1,149.00
71.00
1,220.00
27.52
21.86
27.19
MReva
144.00
24.00
168.00
186.00
14.00
200.00
0.77
1.71
0.84
MRHFL
75,135.00
571.00
75,706.00
2,997.00
98.00
3,095.00
25.07
5.83
24.46
MTWL
17,504.60
962.56
18,467.16
696.00
42.00
738.00
25.15
22.92
25.02
MWC
67.40
8.00
75.40
18.00
4.00
22.00
3.74
2.00
3.43
MLDL
2,256.00
496.00
2,752.00
115.00
34.00
149.00
19.62
14.59
18.47
MHRIL
2,815.25
792.50
3,607.75
238.00
41.00
279.00
11.83
19.33
12.93
MLL
23,804.50
2,309.30
26,113.80
1,470.00
125.00
1,595.00
16.19
18.47
16.37
SBU
1,992.00
80.00
2,072.00
44.00
2.00
46.00
45.27
40.00
45.04
MSSSPL
3,176.00
26.00
3,202.00
396.00
3.00
399.00
8.02
8.67
8.03
Tech M
2,057,438.00
1,267,398.00
3,324,836.00
32,142.00
15,738.00
47,880.00
64.01
80.53
69.44
57,202.00 17,130.00
74,332.00
54.23
77.41
59.57
Grand Total
3,101,904.88
1,326,079.86 4,427,984.74
Middle Management
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
AD
15,061.92
668.00
15,729.92
968.00
39.00
1,007.00
15.56
17.13
15.62
FD
3,860.00
128.00
3,988.00
560.00
30.00
590.00
6.89
4.27
6.76
FSS
8,641.00
646.00
9,287.00
476.00
25.00
501.00
18.15
25.84
18.54
MEPC
112.00
43.50
155.50
42.00
5.00
47.00
2.67
8.70
3.31
MFCSL
962.00
87.00
1,049.00
36.00
4.00
40.00
26.72
21.75
26.23
MIBL
1,832.00
72.00
1,904.00
52.00
2.00
54.00
35.23
36.00
35.26
MIL
2,407.25
139.25
2,546.50
38.00
4.00
42.00
63.35
34.81
60.63
MRV
2,088.00
0.00
2,088.00
690.00
17.00
707.00
3.03
0.00
2.95
192.00
133.00
7.00
140.00
1.26
3.43
1.37
MReva
168.00
24.00
MRHFL
725.00
115.00
840.00
48.00
6.00
54.00
15.10
19.17
15.56
MTWL
4,068.08
0.00
4,068.08
230.00
8.00
238.00
17.69
0.00
17.09
MWC
54.40
0.00
54.40
18.00
1.00
19.00
3.02
0.00
2.86
MLDL
8,631.00
1,518.00
10,149.00
138.00
26.00
164.00
62.54
58.38
61.88
MHRIL
2,196.20
765.00
2,961.20
152.00
25.00
177.00
14.45
30.60
16.73
MLL
3,858.50
346.10
4,204.60
163.00
14.00
177.00
23.67
24.72
23.75
SBU
984.00
136.00
1,120.00
40.00
1.00
41.00
24.60
136.00
27.32
MSSSPL
2,416.00
2.00
2418.00
66.00
0.00
66.00
36.61
0.00
36.64
Tech M
540,996.00
7,5841.00
477,406.00
9,060.00
1,276.00
10,336.00
59.71
59.44
46.19
599,061.35
8,0530.85
679,592.20
13,413.00
1,502.00
14,915.00
44.66
53.62
45.56
Grand Total
53
Senior Management
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
AD
1,054.00
8.00
1,062.00
86.00
1.00
87.00
12.26
8.00
12.21
FD
912.00
0.00
912.00
76.00
1.00
77.00
12.00
0.00
11.84
FSS
195.00
0.00
195.00
23.00
0.00
23.00
8.48
0.00
8.48
MEPC
120.50
8.00
128.50
11.00
1.00
12.00
10.95
8.00
10.71
MFCSL
239.00
0.00
239.00
4.00
0.00
4.00
59.75
0.00
59.75
MIBL
176.00
0.00
176.00
4.00
0.00
4.00
44.00
0.00
44.00
MIL
625.75
151.50
777.25
9.00
2.00
11.00
69.53
75.75
70.66
MRV
424.00
0.00
424.00
47.00
0.00
47.00
9.02
0.00
9.02
MTWL
63.84
0.00
63.84
20.00
0.00
20.00
3.19
0.00
3.19
MWC
40.40
0.00
40.40
8.00
0.00
8.00
5.05
0.00
5.05
MLDL
2,148.00
240.00
2,388.00
16.00
6.00
22.00
134.25
40.00
108.55
746.80
56.00
6.00
62.00
10.94
22.33
12.05
MHRIL
612.80
134.00
MLL
348.20
68.30
416.50
11.00
1.00
12.00
31.65
68.30
34.71
SBU
608.00
0.00
608.00
13.00
0.00
13.00
46.77
0.00
46.77
MSSSPL
1,809.75
0.00
1,809.75
18.00
0.00
18.00
100.54
0.00
100.54
Tech M
18,058.00
1,950.00
8,659.00
458.00
45.00
503.00
39.43
43.33
17.21
27,435.24
2,559.80
29,995.04
914.00
63.00
977.00
30.02
40.63
30.70
Grand Total
Workmen
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
AD
155,441.00
129.00
155,570.00
6,147.00
8.00
6155.00
25.29
16.13
25.28
FD
38,510.56
168.00
38,678.56
2,641.00
3.00
2644.00
14.58
56.00
14.63
5,872.00
0.00
5,872.00
278.00
0.00
278.00
21.12
0.00
21.12
655.58
0.00
655.58
34.00
0.00
34.00
19.28
0.00
19.28
MTWL
13,807.00
0.00
13,807.00
573.00
0.00
573.00
24.10
0.00
24.10
MHRIL
14,568.50
4,732.85
19,301.35
506.00
84.00
590.00
28.79
56.34
32.71
MSSSPL
1,667.00
0.00
1,667.00
377.00
0.00
377.00
4.42
0.00
4.42
115.00
14,700.00
15.81
43.74
16.02
MFCSL
MIL
Grand Total
230,521.64
5,029.85
235,551.49
14,585.00
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
12,120.00
0.00
12,120.00
2,115.00
45.00
2,160.00
5.73
0.00
5.61
MIL
533.75
0.00
533.75
385.00
0.00
385.00
1.39
0.00
1.39
MRV
720.00
384.00
1,104.00
76.00
14.00
90.00
9.47
27.43
12.27
MReva
855.50
95.50
951.00
164.00
20.00
184.00
5.22
4.78
5.17
MTWL
30.00
0.00
30.00
3.00
0.00
3.00
10.00
0.00
10.00
1,974.00
373.00
2,347.00
750.00
76.00
826.00
2.63
4.91
2.84
FD
MWC
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
MLDL
5,496.00
0.00
5,496.00
6,408.00
0.00
6,408.00
0.86
0.00
0.86
MHRIL
4,905.70
2,724.15
7,629.85
274.00
62.00
336.00
17.90
43.94
22.71
MSSSPL
2,457.00
0.00
2,457.00
1,228.00
3.00
1,231.00
2.00
0.00
2.00
29,191.95
3,741.65
32,933.60
603.00
24,066.00
1.24
6.21
1.37
Grand Total
23,463.00
54
Fixed Term Contract
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
MEPC
0.00
3.00
3.00
9.00
1.00
10.00
0.00
3.00
0.30
MLDL
24.00
0.00
24.00
10.00
3.00
13.00
2.40
0.00
1.85
7,272.55
964.00
8,236.55
282.00
29.00
311.00
25.79
33.24
26.48
22,701.40
117.45
22,818.85
1,356.00
16.00
1372.00
16.74
7.34
16.63
30,237.95
1,348.45
31,586.40
7,133.00
146.00
7,279.00
4.24
9.24
4.34
MHRIL
MLL
Grand Total
Others
No. of Employees
Sector
Training Hours
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
Sum of
Total
Sum of
Males
Sum of
Females
11,809.64
804.00
12,613.64
2,310.00
17.00
2,327.00
15.11
47.29
5.42
MFCSL
132.00
36.00
168.00
10.00
0.00
10.00
13.20
0.00
16.80
MIL
602.97
0.00
602.97
26.00
0.00
26.00
23.19
0.00
23.19
FD
MRV
Sum of
Total
22,002.50
2,369.50
24,372.00
64.00
7.00
71.00
343.79
338.50
343.27
MTWL
1,367.20
324.96
1,692.16
310.00
6.00
316.00
4.41
54.16
5.35
MHRIL
9,716.60
111.00
9,827.60
123.00
19.00
142.00
79.00
5.84
69.21
494.25
76.50
570.75
110.00
3.00
113.00
4.49
25.50
5.05
46,125.16
3,721.96
49,847.12
7,139.00
117.00
7,256.00
6.46
31.81
6.87
MSSSPL
Grand Total
HUMAN RIGHTS TRAINING (MAN-HOURS)
Junior Mgmt.
Sector
No. of hrs
of training
on
Human Rights
Middle Mgmt.
No. of hrs
of training
on
Human Rights
% of
employees
trained
% of
employees
trained
Senior Mgmt.
No. of hrs
of training
on
Human Rights
Workmen
No. of hrs
of training
on
Human Rights
% of
employees
trained
% of
employees
trained
MEPC
0
0
0
0
0
0
0
0
MIL
0
0
0
0
0
0
0
0
MTWL
36
2.39
4
0.84
0
0
0
0
MWC
1
100
1
100
1
100
0
0
MHRIL
349
43
145
900
44
86
800
55
MSSSPL
33
3.01
6
4.55
6
11.11
0
0
Fixed Term Contract
Sector
No. of hrs
of training
on
Human Rights
Others
% of
employees
trained
No. of hrs
of training
on
Human Rights
% of
employees
trained
No. of hrs
of training
on
Human Rights
% of
employees
trained
MEPC
0
0
0
0
3
100
MIL
0
0
55
11.69
0
0
MTWL
0
0
30
46.88
0
0
MWC
0
0
0
0
0
0
MHRIL
57
95
566
95
27
100
MSSSPL
0
0
0
0
0
0
55
RETURN TO WORK AND RETENTION RATES AFTER PARENTAL LEAVE BY GENDER
Sector
Employees
entitled
for parental
leave
Male
AD
0
FD
FSS
Employees
who availed
parental
leave
Female
Male
Employees who are
employed 12 months
after availing
parental leave
Female
Employees
who returned to
work after availing
parental leave
Male
Female
Male
Female
2
0
0
0
Retention Rate of
employees who
returned to work
after leave ended
Male
Female
0
0%
0%
143
0
3988
136
0
4
0
2
0
2
0%
50%
0
809
0
41
0
27
0
37
0%
90%
MEPC
213
19
1
0
0
0
1
0
100%
0%
MIL
204
15
1
0
0
0
1
0
100%
0%
MLDL
279
66
13
5
0
0
12
4
92%
80%
MRV
0
111
0
1
0
0
0
4
0%
400%
Mreva
0
21
0
0
0
0
0
0
0%
0%
MTWL
0
57
0
0
0
0
0
0
0%
0%
MWC-C
11
4
2
0
2
0
2
0
100%
0%
50%
MHRIL
Grand Total
256
4,951
50
0
2
0
0
0
1
0%
1,431
17
55
2
29
16
48
94%
87%
HEALTH & SAFETY
The first step to create a great workplace is to foster a safe working condition
for the employees. Rigorous safety procedures are in place at all
Mahindra locations which are continuously improved year-on-year.
Despite our efforts in making our organisation injury free,
we still face unfortunate incidences of fatalities and
accidents. Five fatalities were reported in the
reporting period.
Acting as a silver lining to this grey cloud is the zeroaccident status of our multiple businesses. It is satisfying to
witness that this could be achieved not only for permanent workforce
but also the contract workforce.
56
SECTORS WITH
ZERO
Accidents
REPORTED
Permanent
Workforce
Contract
Workforce
Fire safety
FD | MVML | MRV | MHRIL
| MWC | MTWL | MIL |
MReva | MLDL | MRV |
MFCSL | MSSSPL | MEPC
FD | MRV | MTWL |
MIL | MReva |
MRV | MWC |
MHRIL | MSSSPL
In an unfortunate incidence last year,
fire broke at our Scorpio TCF plant in
Nashik. This incidence resulted in
strengthening of fire safety norms and
practices across the factories. Some of
the important initiatives that we have
implemented for fire safety are:
OUR SAFETY FOCUS
We are committed to avoid unsafe incidents through adoption of key safety tools
and practices:
Installing
state-of-the-art
firefighting system
at our plants
Conducting
safety awareness
and training for all
employees
Instituting
safety mechanisms based
on the recognised Kaizen
and Poka-Yoke concepts
OUR CENTRAL SAFETY COUNCIL
We have a collective and collaborative approach to enhancing safety. A Central
Safety Council with representatives from all sectors creates a pool of ideas,
resources and practices to improve safety levels across the Group. The Council
regularly monitors safety initiatives and devises proactive mechanisms to provide
maximum security against occupational hazards.
The Council functions to full following broad objectives:
Improving safety awareness
• Reduction in use of combustible
packing materials
• Isolated storage area for batteries
and combustible material
• Use of induction / CFL lamps in
place of tube lights and metal
halide lamps
• Installation of automatic heat and
smoke detection system at all substations & engine testing labs
• Centralised fire alarm system with
additional feature of auto
generated SMS in case of fire
• Upgradation of sprinkler system
• Firefighting & disaster
management training by civil
defence organisation for over
900 employees
Sharing best practices for ensuring safety
Promoting proactive measures to prevent accidents and occupational hazards
Rewarding and recognising commendable achievements
Regularly briefing the Group Executive Board on safety performance
KEY HEALTH & SAFETY INITIATIVES
We have a number of initiatives in place to ensure that safety is prioritised,
practiced and reinforced on a regular basis. Some of the major initiatives
undertaken during the year include:
Zero Eye Injury
At our AD sector, workers used to face a number of eye injuries due to the nature
of the work. An in-depth analysis at the plants revealed that the main reason for
the eye injury were dust and smoke emitted from the milling machine. We set a
target to achieve zero eye injuries at the plant and initiated some fundamental
changes at the plant. These included replacing dry cutting machines with wet
cutting machines, installation of eco-friendly roof smoke extractor, improving the
design of the safety goggle and installing smoke and dust extractors on milling
machines. As a result, we are a zero eye injury organisation for the last two years.
Safety Parameters in Formal
Agreements
We engage in constructive dialogue
with our employees on issues
regarding occupational health,
workplace and general plant safety.
Specific issues such as the use of
equipment for personal protection,
sanitation, safety and education
measures are outlined in formal
agreements with our workers' unions.
The major benets covered in the
formal agreements are:
• Medical scheme covering all
illnesses is applicable to the
workmen under settlement.
• Treatment is provided through
fixed panel of doctors and panel
hospitals.
57
•
Family medical allowance is
disbursed yearly.
•
Medical insurance policy with a
cover of up to INR 2.5 lac p.a.
towards hospitalisation is granted
for spouse and two children.
•
•
Ever workman is entitled to
group accident insurance policy
of INR 5 lac
State-of-the-art occupational
health centre exists for preemployment and yearly medical
check-up for all employees.
•
Personal sickness and
employment injury cases are
immediately treated through first
aid and if need be are sent to
panel hospitals.
•
Discussions are held with the plant
safety committee along with
department level safety
subcommittee members on
specific issues related to hazard
identification, risk assessment,
determination and mitigation.
•
Accident investigation reports are
shared with the safety committee
members for corrective and
preventive actions to avoid
recurrence through one point
lesson.
•
PPEs are made available for all
employees
Health Camp at
Zaheerabad Plant
awareness drives were conducted by
various sectors:
AD conducted a health camp for
Zaheerabad plant's workers as well as
their families. A total of 74 employees
and their family members took
advantage of the camp and received
preventive medical care.
Cancer Awareness
CIS-Delhi organised a Cancer
Awareness Talk comprising a special
session for women employees.
Gastro & Digestive Wellness
Celebrating Road Safety
MVML applied alternative thinking in
conducting Road Safety Awareness
drive. During the awareness drive the
volunteers spread the message of
Road Safety by giving roses to those
employees who were wearing helmets
and seat belts.
An interactive session on Gastro and
Digestive wellness was conducted at
MRV which focussed on various dos
and don'ts of colon and rectal health.
Run for Wellness
Over 200 employees from Mahindra
Swaraj took part in the health
marathon.
The volunteers also interacted with
MVML employees and Bus drivers to
create awareness about traffic rules
and the importance of following
them. As a result, employees were well
sensitised towards road safety rules.
Encouraging
Near Miss Reporting
Good Health Drives
Mahindra Susten regularly monitors
near misses to avoid reportable
accidents. The Company has
introduced a reward and recognition
programme 'appreciating near misses'
in order to create a culture of near
miss reporting.
Mahindra commitment to OHS
extends beyond ensuring a safe and
healthy work environment for the
workforce and also involves
encouraging employees to adopt a
safe and healthy lifestyle. In the
reporting year, many health
Women Healthcare
For the female employees, AD & FD
organised an expert's session on
'female reproductive health and
fertility' which cleared many myths
circling aspects like pregnancy and
infertility.
10
ACCIDENT
Mahindra Susten also capture and analyse safety
pyramid data comprising near miss, minor incidents, rst
aid instances and major accidents on a regular basis. The
Company's safety pyramid gures are benchmarked
against industry standards and there have been zero
reportable accidents till date.
SAFETY PYRAMID
29 1
MINOR INCIDENTS
ACCIDENT-REPORTABLE
MAJOR INJURY
STANDARD
300 127
MEPC - JAIPUR SBU
NEAR MISS
58
Health Talks
Awareness sessions were held by specialists to educate employees of Mahindra
Sustain about relevant lifestyle diseases and necessary preventive measures that
can be taken to avoid them.
'PAHEL'
Beyond the Boundary
Pahel, a worker welfare initiative of Mahindra Two Wheelers Ltd. (MTWL) has
been operating a welfare centre for the family of its worker's since 2012. During
the year, MTWL launched an initiative focussed on upgrading skills of the spouses
of its workers.
They were encouraged to take up a livelihood training programme to learn
and earn by developing new skills. The programme offered courses on
stitching clothes, soft toy making, doll making etc.
Many of the participating spouses are now selling the hand-made items and
making a decent earning out of it.
Over 63 families
enrolled for the
stitching and around
15 families
opted for the soft toy
making courses.
SAFETY DASHBOARD
PERMANENT EMPLOYEES
Lost Time Injury Rate
Sector
Lost Day Rate
Male
Female
Total
Male
Female
Total
AD
0.025468
0
0.025222
0.203748
0
0.201779
FD
0.138947
0
0.135749
1.11158
0
1.08599
MSSSPL
0.458399
0
0.456528
55.00792
0
54.78331
59
CONTRACT + OTHER EMPLOYEES
Lost Time Injury Rate
Sector
Fatality
Lost Day Rate
Male
Female
Total
Male
Female
Total
AD
0.180075
0
0.179804
0.180075
0
0.179804
1
FD
0.198526
16.73082
0
16.61001
0
0.19997
0
MVML
0.203857
0
0.193326
1223.142
0
1159.958
1
MRV
2.190331
0
1.949797
74.47125
0
66.29309
0
MReva
3.529777
0
3.265967
63.53599
0
58.78741
0
MTWL
0
0
0
0
0
0
0
MLDL
0.339503
0
0.326926
1222.686
0
1177.391
3
MWC
0
0
0
0
0
0
0
MHRIL
0.919137
0
0.786187
12.86792
0
11.00662
0
MIL
0.789402
0
0.789402
58.41578
0
58.41578
0
MSSSPL
0.421616
0
0.419922
50.59397
0
50.3907
0
FATALITY REPORTING
During the year, there were five
unfortunate cases of fatality, one of
them was as a result of a fall from the
roof while undertaking repair work at
the Kandivli unit of AD.
A comprehensive root-causeanalysis of the incidence was
conducted based on which the
following corrective and preventive
measures were devised, some of
which have been implemented and
some are under way:
Zaheerabad unit, AD:
• Provision of crawling boards / roof
ladders whenever the roof work is
undertaken
• Provision of safety nets for all types
of roof works
•
Display of do's and don'ts at
prominent locations of the site
•
Emphasis on permit system for
all jobs
•
Special workforce training for
erecting scaffolding.
•
Strengthening safety infrastructure
•
More stringent procedure for
work permit
•
Cross auditing each month
followed by compliance
•
Institutionalization of Standard
Operating Procedures (SOPs) for
scaffolding erection and inspection
•
Restricted terrace entry
•
More focussed tool box talks and
provision of additional safety sign
boards in local language
•
More stringent and continuous
monitoring by site civil engineer
and safety officer
•
Installation of safety net for high
altitude jobs, apart from hard
railing and soft barricading
Ashvita, Hyderabad, MLDL:
•
Deployment of dedicated
supervision for critical work
•
Removal of loose material laying
on open edges
•
•
Conducting tool box talks, task
briefing, job specific training, safe
behaviour observation, and risk
communication
Review of critical safety issues by
civil head, project engineers and
safety officers
•
Horizontal deployment of all the
above actions at rest of the sites
Iris Court, Chennai, MLDL:
•
Involvement of corporate
safety function in daily safety
round observations
Chakan unit, MVML
•
Removal of concrete waste
immediately before drying
60
CASE STUDY
MTWL Pithampur becomes
an accident free unit
'All accidents are preventable'
This premise formed the foundation of the ambitious goal of Pithampur plant to become an accident free unit.
A few years back, the plant was facing serious safety issues. The accident rates of the plant were high with no pro-active
prevention strategy in place. There was a need to review and revamp the safety management practices at the plant to ensure
well-being of its workforce.
The factory team took a three-tier approach to make the plant safer for its employees:
1. Extensive Investigation
2. In-Depth Analysis
3. Flawless Implementation
The investigation procedures put more
emphasis on gathering facts than
finding faults. A well planned
investigation model took care of the
end-to-end procedures to be followed
at the time of accident analysis.
The process of daily collection and
analysis of accident data was initiated.
The data was shared with the SHE
team to review and implement
preventive measures.
The plant adopted a number of safety
measures and implemented
procedures. Some of them include:
The investigation process looked into
important issues like:
•
Causes and reasons for
the incident
•
Remedies to improve
safety measure
•
Risk control and prevention of
reoccurrence of the event
•
Identification of accident
prone areas
•
Developing stringent safety rules
and imparting training
A progress report was shared with the
top management on a daily basis and
was also made available to all the
employees for analysis and feedback.
A detailed methodology to achieve
zero accident rate was derived from
this analysis.
ACCIDENT /
INCIDENT
HAPPENED
DECISION
ON COUNTER
MEASURE
ANALYSIS
OF INCIDENT
WITH CFT
IMPLEMENTATION
& SHARING OF
COUNTER MEASURE
ANALYSIS
OF ROOT CAUSE
WITH CFT
HORIZONTAL
DEPLOYMENT
Institution of safety committee
meeting with the department
safety coordinator and other
department safety representative
to capture the unsafe condition.
Reinforcement of Behavioral Based
Safety (BBS) practices by designing
process specific checklist for
gathering employee observations
& feedback to identify and
improve safe behaviour of
employee.
Display of safety signage at all
strategic locations inside the plant
for safety awareness.
Communication of accident status
to all employees by the Plant Head
on a monthly basis.
RESULT
Zero reportable & non
reportable accident for
two consecutive years
69% reduction in
minor accidents in 2014
over 2013
Frequency & severity
rate is zero for second
consecutive year
Accident free
man days in FY 14
and FY 15
61
Product Performance
OVERVIEW
We believe that the purpose of a
product is to enrich lives, enhance
lifestyles and augment livelihoods.
Thus product innovation at Mahindra
is directed to achieve a three pronged
goal - organisational profitability,
environmental responsibility
and social accountability.
Over the years, 'Alternative Thinking' has helped us introduce revolutionary
products as well as systematically transform our existing product range, enabling
a significant fillip to the ecology, the economy and the equity.
OUR PRODUCT DEVELOPMENT AGENDA:
Exploring alternative
fuel technologies.
Sustainable tourism,
sustainable economies.
Enabling farm-tech
prosperity.
Green living spaces
and cities.
Bringing insurance &
credit to rural markets.
Spearheading large-scale
solar projects.
The expanse of our portfolio allows us to touch lives of
more than one demographics, in more ways than one.
MANAGEMENT APPROACH
A host of our products
which are 'Made in India'
have long been recognised
as global success stories.
With an aim to bridge the gap between aspirations and access, we not only deliver
products and services, but also create possibilities. Our core purpose is to enable
people to Rise and from manufacturing to disposal, all our actions and decisions
across the entire product development lifecycle are driven by this singular goal.
We have institutionalised a structured process called The Mahindra Way that
provides key assistance to our Group Companies in their pursuit of excellence by
integrating management technology, process technology and product technology in
areas of manufacturing, vendor management, product development and marketing.
Some of our key areas of interventions remain:
•
Making our engines fuel-efficient,
lowering frictional losses from engine
and increasing use of alternate fuels
like CNG, LPG and biofuels
•
Providing quality pre-owned and
refurbished cars to elongate product
life and ease demand on natural
resources
•
Investing in micro-irrigation to
enhance resource optimisation
•
Using handheld devices in rural
finance to cut courier commute to
distant destinations
•
Providing Green Data Centre
Management as well as Enterprise
Carbon and Energy Management
(ECEM) services
•
Promoting electric cars as a viable
alternative to conventional fuel
engines
•
Leveraging Mahindra's patented
forging processes to save substantial
amount of energy during forging
process of vehicle parts
•
Creating affordable housing to
further the cause of societal
inclusion
•
Providing sustainable solar energy
solutions
62
ENVIRONMENTAL IMPACTS
SPEARHEADING SUSTAINABLE MOBILITY
Mahindra is committed and geared to develop smart mobility for the 21st century. All our mobility products, existing or new,
are regularly put under the scanner and need to pass the 5C test: Clean, Convenient, Connected, Clever and Cost Effective.
Be it making conventional fuel vehicles more fuel efficient to pioneering the world's first hydrogen powered three-wheeler we remain focussed on augmenting sustainable mobility by adopting 'continuous improvement' as a key plank.
NEW DEVELOPMENTS
AD - NEW PRODUCTS
Power horses with a difference
Means of mass conservation
The success of introducing the most fuel-efficient SUV in its class, steered our
team to extend the product line of XUV5OO with the limited edition 'XUV5OO
Sportz' and 'XUV5OO Xclusive'. Both these power horses run on Mahindra's
new-age, fuel efficient mHawk engine and boast of a unique combination of
aspirational styling, advanced technology, safety features, comfort and
convenience.
Taking the symbol of adventure to the next level, we unveiled the New
Generation Scorpio powered by the mighty and fuel-friendly mHawk engine
(120 PS power and 280 Nm torque) to tackle all types of terrain and a new
generation transmission for a smoother fatigue-free gear shift. In addition, the
new generation platform with its advanced cushion suspension and anti-roll
technology has taken safety and riding pleasure of the Scorpio to new heights.
We have also boosted the mileage
significantly with the Next Generation
Scorpio. It now delivers an ARAIcertified fuel efficiency of 15.37 kmpl
as compared to 11.2 kmpl in the
previous generation.
Buses are not just a means of mass
transport, but also a platform for mass
conservation. With this philosophy, we
forayed in the Bus segment and launched
the Cosmo School Bus in CRDe and CNG
versions. Both promise best-in-class fuel
efficiency.
Safety is paramount in a school bus and
Cosmo sports a host of safety features, like
no-skid vinyl flooring, a buzzer switch to
signal stop requests, large emergency exit,
first-aid kit and fire extinguisher.
2014 marked the rollout of
the 100,000th XUV5OO.
Successfully launched in over 17 markets,
nearly 2,000 Cosmo buses are already
plying on Indian roads.
Innovation with responsibility
With a commitment to offer sustainable urban transport solutions to a new
generation of US consumers, Mahindra GenZe recently unveiled GenZe eBike
and the GenZe 2.0 - a smart, carry-all scooter with a removable lithium-ion
battery that can be recharged at any standard electrical outlet.
Mahindra GenZe is also the industry's
first cloud-based smart scooter
equipped with the GenZe CruiseConnect System, which allows riders
to control settings through a mobile
app and also charge their phone while
on the go.
True to its name, GenZe is a
mobility solution of the future,
one with zero emission.
63
The green route to Taj Mahal
Mahindra launched an Electric Vehicle pilot project, under the aegis of the
Government of India's ambitious National Electric Mobility Mission Plan
(NEMMP). As part of the project, four battery-powered Maxximo Electric Vans
were handed over to the Agra Development Authority, which will be used along
the clean, green Taj Zero Emission Corridor, to help reduce vehicular emissions.
This initiative by Mahindra is the first such project under the central government's
NEMMP. Developed by Mahindra Reva, a pioneer of Electric Vehicle (EV)
technologies, the four Maximmo Electric Vans will initially be used to ferry
tourists from Shilpgram to the East Gate of the Taj Mahal. Mahindra will also
provide charging stations, technical assistance, spare parts and additional service
support for this project.
TWO WHEELERS
Fuel efficiency has always been a key thrust area for Mahindra Two Wheelers. In the reporting year too, it continued to
launch new scooters and motorcycles which are low on emissions and high on performance.
Launched a range of
two wheelers in Uganda
Introduced in India, the stylish
new Centuro Rockstar provides
- two stylish motorcycles, the
Arro and Centuro, and a
powerful scooter, the Duro DZ.
Both Centuro and Arro are
powered by the indigenously
developed, advanced MCi-5
(Micro Chip ignited-5 Curve)
technology engine that uses an
Electronic Control Unit (ECU) to
adjust engine performance
according to road conditions
and deliver superior fuel
efficiency. The Duro DZ on the
other hand, is equipped with a
Dual Curve Digital ignition
system and delivers better
mileage, compared to other
125cc scooters.
great mileage and unmatched ride
comfort. Like other Centuros, the
Centuro Rockstar is also powered
by Mahindra's MCi-5 engine and a
patented lubrication system, to not
only deliver an astounding ARAIcertified mileage of 85.4 kmpl, but
also ensure longer engine life.
a new variant of the Rodeo RZ, with
superior fuel efficiency and
technologically the most advanced
scooter on Indian roads. Powered by
a four-stroke, 125cc, air-cooled,
single cylinder engine, it is packed
with advanced DCDI technology and
delivers an ARAI certified mileage of
59 kmpl.
Announced its much awaited
global scooter 'Gusto' which
Expanded the Centuro portfolio
with Centuro N1,
sports an all-aluminium M-TEC
engine with advanced features
such as a stronger crankshaft, high
inertia magneto, high energy HT
coil and series regulator to deliver
superior fuel efficiency as well as
power and reliability.
a motorcycle that offers an impressive
mileage of 85.4 kmpl. It is powered
by an indigenously built 110cc MCi-5
engine and equipped with an antitheft alarm as well as an engine
immobiliser. The sales exceeded over
1 lac within a short span of 6 months.
Rolled out Rodeo UZO 125,
FD
India's rst CRDe tractor
We introduced CRDe technology, which is usually present in an
automobile, in tractors. The CRDe technology is a modular,
electronically controlled diesel fuel injection system, which offers
high performance over varying load ranges and provides a better
driving experience due to lower engine noise.
With the CRDe technology, the new Arjun 605 MAT, which is
India's first multi-application tractor, offers better fuel efficiency
and enhanced performance in agri-applications as well as haulage.
64
BUILDING GREENER LANDSCAPES
A pioneer of sustainable development in India, MLDL is committed to transforming
urban landscapes by creating sustainable communities. The company designs and
develops green homes as well as sustainable cities which improve quality of life,
while preserving the planet.
Championing urbanisation
that is responsible and
responsive.
MLDL has a mandate to construct only green buildings and all its projects - residential
or commercial - are certified under the IGBC Green Building Rating System.
GREEN BUILDING PORTFOLIO
1,625,617 sq. ft.
Green Homes offer greater
Green Cities are strong
Residential Footprint#
water and waste efficiency,
generators of employment which
# Certied / Pre-certied as of FY 14-15
reduced dependency on
are close to nature, abounding
2,759
acres
Integrated Cities Footprint##
## Area developed and maintained
as af 31st March, 2015
conventional energy, higher
with large public places, open
comfort, cleaner
grounds, well-ventilated homes,
environment, healthier
decongested streets and not more
lifestyle, optimisation of
than a 20-minute commute
operation and maintenance.
between home and work.
In the reporting year, one project (The Serenes at Alibaug) received
Pre-certified Platinum ratings for its green credentials.
INITIATIVES
MLDL
LIFE IN FULL BLOOM
Proving that success stories have
sequels, the keenly-awaited
Phase 3 of Mahindra Lifespaces'
Bloomdale project in Nagpur was
launched and received a splendid
response. This phase has a choice
of 1, 2 and 3 bedroom compact
& premium apartments. The
project offers large open areas
for children and a clubhouse
with exciting amenities to
indulge every family member.
Possession commenced from
December 2014.
MHRIL
THE START OF A GREAT WEEKEND
A GETAWAY CLOSER TO NATURE
Mahindra Lifespaces forayed into the
weekend homes segment with 'The
Serenes'. The first project of 'The
Serenes' is located at Alibaug which is
a favoured weekend destination for
Mumbai's elite. Tucked away just 0.7
km off Nagaon beach, this exclusive
lifestyle, gated villa project offers the
freedom to stop and pay life its due;
a private retreat where one can
rejuvenate, refresh and reclaim life.
Designed by SAV, a well-known
architectural and design studio based
out of London, the project is inspired
by the ocean and the distinctive white
sands of Alibaug.
Club Mahindra, India's leading
player in the leisure hospitality,
expanded its footprint to Kanha,
Madhya Pradesh. Club Mahindra
Kanha is a greenfield project and
is spread across 15 acres of land.
The resort offers all the facilities
and comforts of modern living along
with the thrill of wildlife to Club
Mahindra members. The highlight
of the resort is that it is a short drive
away from the Kanha National Park,
with lush Sal and bamboo forests,
grassy meadows and ravines. Club
Mahindra Kanha hence, is the
perfect option for nature enthusiasts
looking for a tryst with majestic
tigers, sloth bears and leopards.
65
HARNESSING GREENER ALTERNATIVES
MAHINDRA EPC IS NOW MAHINDRA SUSTEN
In the reporting year, Mahindra EPC was rechristened as 'Mahindra Susten'. The name Susten is derived from two words,
Sustainability and Enabler, and reflects the aspirations of the company that seeks to positively impact lives and emerge as a
thought leader in the sustainable engineering space. Mahindra Susten began by offering turnkey EPC services for solar projects
in 2011 and now has four business divisions - Utility Scale Solar, Distributed Solar, Build Solutions and Operations & Monitoring and a portfolio of over 350 MW of solar projects in both Utility and Rooftop.
In the reporting year, Mahindra Susten added two revolutionary solar solutions - the Solar Generator and the DG-PV Hybrid
System - to help customers reduce their carbon footprint and save on operational costs.
The Solar Generator
The DG-PV Hybrid System
is a plug and play 2 kW system
that allows customers to obtain
power directly from the sun, at
their convenience and within
their premises. It comes with a
battery backup for energy to be
stored for night use.
harnesses solar energy and
optimises the use of DG - ensuring
up to 40% diesel savings. This
system has India's highest solar-todiesel capacity ratio of over 80%
and is already in operation at the
M&M Engine Plant in Igatpuri.
This intelligent solution provides
significant benefit to power intensive
industries like textiles, pharmaceuticals
and automotive as well as commercial
establishments like malls, hospitals and
resorts.
Mahindra Susten is also being entrusted the responsibility to design, engineer and install a solar PV installation on the rooftop
of Mahindra Towers, Worli. This will green the energy mix and enable the Corporate Office to reduce its carbon footprint.
HEALTH & SAFETY IMPACTS
Product safety is our top
priority and HSE considerations
are built into our products as
well as projects, right at the
drawing board.
Each Mahindra offering is subjected to intensive prototype testing for achieving
durability and longevity. This helps identify and address, all possible health and
safety concerns before commencement of commercial production.
Periodic testing is also undertaken across the lifecycle of the products, to monitor
and manage conformation of health and safety norms.
Safety initiatives undertaken by our sectors during the reporting year include:
AD
Safety is a key performance parameter
built into all Mahindra vehicles.
We are committed to ensure safety of
not only the occupants of the vehicle,
but also for the community they ply in.
Safety highlights of our mobility
solutions:
Our vehicles are currently
meeting BS-IV emission norms in
24 cities where these norms are
implemented. In rest of the places,
we are meeting BS-III norms.
OBD-II is implemented in all
domestic models from April 2013.
We have the current European
emission norms of Euro Vb with
On Board Diagnostic (OBD)
system on all our export models
of Scorpio SC / DC, Scorpio SUV,
XUV5OO (AWD, TWD), Quanto,
Genio and Xylo. We have also
certified our Scorpio SUV for L6
emission norms for Brazil.
All the export vehicles are
complying with applicable OECD
& country specific regulations
including those for noise and
safety. 50% of our vehicles, meant
for export market are designed in
accordance with European,
Australian, South African & South
American motor vehicle safety
standards and regulations like
front, offset, side and rear impact
with dummy injury criteria.
The XUV5OO is designed to meet
global crash standards and is
equipped with latest safety
systems such as Antilock Braking
System (ABS) with Electronic
Brakeforce Distribution (EBD),
Electronic Stability Programme
(ESP) with rollover mitigation,
6 airbags (front, side and curtain),
Hill Hold Control and Hill Descent
Control.
66
MTWL
FD
Air pollution is a worrying threat to human health. Mahindra Two Wheelers
comply with the pollution laws of the land in letter and spirit.
Presently, BS-III norms are applicable to two-wheelers. BS-IV emission norms
have been notified by the Government and are applicable for new types of
vehicle models manufactured from April 01, 2016 and for all types of vehicle
models manufactured from April 01, 2017.
Mahindra Two Wheeler is proactively working on multiple fronts to gear up
for BS-IV norms:
Change in driving cycle from
IDC to WMTC, as per global
regulation.
Reduction in mass emission
values in g/km.
Promulgation of evaporative
emission system.
Promulgation of control on
crankcase emissions.
New idling emission norms notified
by the Government and applicable
to all vehicles manufactured from
April 01, 2010.
EMI / EMC applicable for vehicles
manufactured from October 01,
2015.
Improved Speedometer calibration
applicable for vehicles manufactured
from October 01, 2015.
Farm operations are intrinsically rugged
and demanding. Our products are
designed to effortlessly cope with the
harsh working conditions, keeping the
user safe and comfortable, and thereby
enhancing productivity. We deploy
specialised software to embed good
ergonomics in our tractors and equip them
with fatigue-free seating, which provides
a safe, relaxed, stress-free and easy to
operate workspace for the tractor driver.
MAHINDRA LIFESPACES
All the buildings designed and
developed by Mahindra Lifespaces are
in accordance with the safety standards
set by the National Building Code
(NBC), Government of India and other
relevant IS codes. All project locations
ensure safe working conditions and are
OHSAS 18001:2007 (Occupation Health
& Safety Assessment Series) certified.
SABORO
The Saboro Lounge made its first splash as the 4x4 cafe at Mahindra's Kandivli campus. The Lounge is a new concept that
will offer fresh fruit-based products like cold-pressed juices and smoothies, in addition to fresh fruits. The juices, smoothies
and salads will not have any added sugar, dilution or preservatives. Each product has a measured health benefit for the
consumer and has been prepared in consultation with a well-known nutritionist.
SOCIAL IMPACTS
FD
Driving positive change in the
society, is one of the three core
pillars of Mahindra's philosophy,
and our products and services act
as efficient change agents.
Our Farm Division provides a host of offerings which play a pivotal role in
strengthening the rural fabric of India.
From empowering farmers through
our innovative agri-prosperity
initiatives to providing loans to
rural entrepreneurs and from
leveraging technology to reach out
to the rural customers right at their
doorsteps to empowering marginal
farmers with know-how and
market linkages - we are enabling
the nation and its citizens to Rise.
Initiative
Services Rendered to Farmers
Mahindra
AppliTrac
Agri-mechanisation
Samriddhi
Market linkages, Distribution, Agri-support information ranging
from water management to crop solutions and counselling
Mahindra EPC
Micro-irrigation, Interrelated requirements of fertilisation and
agronomic support
Crusade
Improved cost structure and supply chain efficiency, Delivery of
quality products and joyful experience for the customers
67
NEW DEVELOPMENTS
INITIATIVE
TRACTORS THAT YIELD EFFICIENCY
At Mahindra, we have always
pioneered equipment which increase
farm productivity and enhance rural
prosperity. In the reporting year, we
launched new tractors which cater to
farmers across different economic and
demographic strata.
In the very first year of its
inception, our R&D team
has identified megaenvironments and has
initiated testing cultivations
with an aim to develop
proprietary corn hybrids.
M-Star - touching new heights
The M-Star tractor is built on a
completely new platform, in the higher
than 50 hp segment with best-in-class
technology. It incorporates insights
gathered after meeting hundreds of
customers and undergoes some
rigorous testing.
Swaraj 735 XT - expect more
from this tractor
The XT in the new model, the Swaraj
735 XT, stands for 'Xtra' performance
across parameters - extra power,
extra comfort and extra productivity.
A 40 hp tractor, it is extremely
powerful and fuel efficient. It has
been especially created for farmers
who want enriched features like a
side shift gear, power steering,
Sensilift hydraulics and a dual clutch.
PROGRESS REPORT
ON SAMRIDDHI
SEEDS
Arjun Novo - the
tech-savvy tractor
Arjun Novo, a new generation tractor,
based on a whole new high
horsepower (hp) platform, was
launched. Arjun Novo is a class-leading
product with many first-of-its-kind
features including highest torque in
class at 236.9 Nm as well as the best-inclass fuel efficiency.
It is also the first tractor to be
designed and developed in-house at
Mahindra Research Valley, the
company's global research facility in
Chennai. With new benchmarks in
technology, comfort and ergonomics,
this tractor is all set to change the
farming practices, improve efficiency
and quality of output.
SEEDS OF COLLABORATION AND GROWTH
Mahindra Farm Division signed a joint venture agreement with HZPC, Holland,
a company whose majority equity is held by farmers, and specialises in potato
breeding, seed potato growing and trading across the globe.
The aim of this collaboration is to offer the best quality seed potatoes to farmers,
within and outside India. Towards this objective, a state-of-the-art facility to
produce tissue culture plants and mini-tubers has been set-up.
The evaluation trials of corn
seeds from the Rabi 2014-15
cropping season are in
progress in two megaenvironments viz. dry seasonnorth & dry season-south. The
dry north mega-environment
is Bihar with Muzaffarpur,
Begusarai, Bhagalpur and
Purnea representing the
testing locations. The dry
south mega-environment is
Andhra Pradesh & Telangana
with Eluru, Vijayawada, Tenali
and Nizamabad representing
the testing locations.
The trial results will help
identify the corn hybrid ideal
for each environment, their
performance vis-a-vis
competition and help choose
the hybrid best suited for
commercialisation.
SAMRIDDHI EXPANDS ITS WINGS
A new Samriddhi Centre was established in the Vidisha district of Madhya Pradesh.
This is the fifth such centre in Madhya Pradesh, and it offers all agriculture products
and services under one roof, including tractors, drip & sprinkler micro irrigation
systems, seeds, fertilisers, crop care products, agri-counselling, soil testing, electric
pumps and greenhouses.
Mahindra is the only
company in the world,
offering a complete range
of farm solutions under
one brand.
68
MLDL
In line with the Mahindra Group's philosophy of enabling people to Rise, MLDL
launched Happinest - a new vertical focused on quality housing at affordable prices.
Happinest is built
on three pillars
TRUST
BETTER
LIVING
AFFORDABILITY
The homes are aimed to cater to families with a combined monthly income of
INR 20,000 - INR 40,000 and will enable a large cross section of Indians to fulfil
their dream of home ownership. Our strategic endeavour is to address the
large and underserved home ownership market in India, by using our
manufacturing and innovation prowess to create mass solutions
at affordable prices.
The first two projects will be launched at Avadi in
Chennai and Boisar in Mumbai Metropolitan
Region. All Happinest projects will be
environment-friendly and will
continue to exemplify the green
development philosophy of
Mahindra Lifespaces.
The Happinest
initiative epitomises the
concept of 'Shared Value', where
companies seek to do business
in a manner which combines
profitability with advancing
the economic and social conditions
of the communities in which they
operate.
Anand Mahindra
Chairman & Managing Director
CUSTOMER-CENTRIC INNOVATIONS
We believe that 'a customer's wish is our brief'. Our innovations stem from a desire to cater
to the unfulfilled wishes of our customers. Be it a big game-changing idea or a micro addition if it can bring a smile on our customer's face, we pursue it with equal zeal.
A few of our customer-centric innovations include:
THE THIEF-PROOF MOTORCYCLE
Mahindra Centuro sports a host of internationally patented category
innovations and features like Anti-theft Alarm with Engine Immobilizer,
an encrypted Remote Flip Key, Find Me Lamps and Guide Lamps, all of
which have been developed in-house.
SUCCESS STORIES
In Nagaland, the Anti-theft Alarm deterred a thief from
starting the motorcycle because of its loud noise. The thief
tried everything possible, dragged the bike away, and even
manipulated the engine wires and locking system, but the
Engine Immobilizer brought all his efforts to a naught and
he eventually abandoned the bike.
In Haryana, the thieves tried everything possible from
manipulating the engine wires and locking system to
taking out the entire locking system - but they were
unsuccessful. Their desperate attempts finally alerted the
guards in the building, leaving the thieves with no
option but to abandon the motorcycle and flee.
I am very happy to be reunited with my stolen
motorcycle, as it is next to impossible to trace stolen
bikes in this part of the country.
I am glad to have purchased a Mahindra Centuro
with its anti-theft mechanism, as it has helped me
from losing my hard earned money.
Longri I. Aier, the proud Centuro owner
Samay Singh, Centuro owner
69
A SEAT FOR EVERY HEIGHT
In an effort to make two-wheeler driving more comfortable and safe, the Mahindra
Gusto has been equipped with patented height-adjustable seats. This revolutionary
mechanism, comprising a swinging joint in the rear and a telescopically adjustable
locking arrangement in the front, makes it easier for people of varying heights to
use the vehicle comfortably. The adjustment also enables the driver to control the
vehicle more effectively by putting down their foot when the need arises.
SAFEEYE - THE SAFEST SCHOOL TRANSPORT SOLUTION
With its robust design, efficient brakes, frontal crash protection and innovative
technology, the Maxximo Mini Van VX is positioned as the safest school
transportation solution in the country.
The major technological breakthrough in the Maxximo Mini Van is the SafeEye,
a path-breaking innovation through which parents and school authorities can do
real time tracking of the vehicle. Here are some of its prime features:
Through GPS, one can
access the exact location
and even the speed of
the vehicle in real time,
on their smartphone or PC.
In addition to live feed
from the webcam inside
the Maxximo, up to
48 hours of video recording is also
available for effective surveillance.
Any deviation from the
route, rash driving or
accident, will trigger
an SOS message to the
guardians and the authorities.
A MOVE BEYOND LEGACY
Tech Mahindra has been chosen by
New Hampshire's Division of Motor
Vehicles (DMV) to implement its
Motor Vehicle Enterprise System
(MOVES), a configurable Microsoft
Dynamics CRM-based solution which
will replace and modernise DMV's
existing legacy system.
This flexible and highly configurable
solution is specially designed for motor
vehicle agencies and will digitally
manage all driver licences, financials,
hearings, inventory, dealers and
inspection stations. This will allow
DMV to provide superior customer
service, compliance checks,
performance measures and fraud
prevention mechanisms.
Tech Mahindra has worked closely
with Microsoft to develop this solution
and it will be implemented over a span
of 22 months, starting April 2015.
COMPLIANCE
Compliance is the starting point of
our responsibility journey and we
continuously transcend minimum
requirements by recording higher
benchmarks.
Health and Safety Regulations
All our businesses have established
strategic systems, procedures and
review mechanisms to ensure
compliance with laws and
regulations, relevant to the products
and services.
Product and Service Information
During the year, we continued to
comply with all applicable statutes
and no non-compliance incident
related to product or service was
reported.
The information stated in our products and services, and on our product
brochures, clearly lists out the known potential risks and mention ways to counter
or eliminate such risks. We provide appropriate and accurate information, in line
with the regulatory and mandatory requirements pertaining to labelling, brand
promotions, sponsorships and advertising.
We abide by the regulations and codes concerning health and safety,
and aim to achieve 100% compliance.
Our customer service philosophy is based on three imperatives:
Customer
centricity
Information
security
Delivery of high quality
& timely information
70
MARKETING & COMMUNICATIONS
At Mahindra, we leverage the marketing opportunity to reach out to our customers, in the most honest and holistic manner.
Our marketing plans are chalked out with utmost responsibility. Multiple communication channels have been formulated to
promote our products and services, and provide accurate information about them, so that the customers are aware of their
benefits and impacts. Integrated systems are in place to conform to all the statutory laws and standards related to marketing
communication, advertising, promotion and sponsorship.
TV AND PRINT
COMMUNICATION
MAHINDRA FINANCE
AFS, REAL ESTATE, TWO
WHEELERS AND MMFSL
The TVC campaign of Mahindra Finance, 'Bharat ko pehchante hain hum',
demonstrates the company's in depth knowledge of the Indian economic
narrative. The campaign featuring true stories of customers who could turn their
dreams into realities with Mahindra Finance, has been very well received and is
being broadcast in Hindi and several regional languages.
All electronic and print ad
campaigns are in strict adherence
to the code of conduct defined by
Advertising Standards Council of
India.
SOCIAL NETWORKING
Mahindra was one of the early adopters of social media and over the years, has
built a strong digital footprint with a robust presence across various channels such
as Facebook, Twitter and blogs. Not only is it proving to be an extremely costeffective mechanism to connect with our diverse audiences, it is also helping us
communicate in real time, receive instantaneous feedback on our products and
services, and further our HR goals. Social media is now an integral communication
channel, and many announcements and launches are first featured there.
OUR ONLINE PRESENCE
On Facebook
Tech Mahindra, M&M (Mahindra Xylo, Mahindra Scorpio, Mahindra Bolero,
Mahindra XUV5OO, Mahindra Quanto, Mahindra Thar), Mahindra Tractor,
Mahindra Lifespaces, Mahindra Rise, Mahindra Finance, Mahindra Reva,
Club Mahindra.
On Twitter
Blog
Mahindra Rise, Auto Division,
Tech Mahindra, Club Mahindra,
Mahindra Susten, Mahindra Reva,
Mahindra Lifescapes.
Club Mahindra has a travel and
holiday blog called Clay, while Spark
the Rise is Mahindra Finance's blog.
Websites
Being a key source of information for the audience, we regularly update our
corporate and individual company websites. In the reporting year, we redesigned
the websites of MLDL and MWC. Both are easy to navigate, are full of imagery,
have added features and refreshed information to better engage with visitors.
In the reporting year, MLDL
crossed the 1 lac milestone on
Facebook. The company's
Facebook page offers useful
tips to community members on
improving their lifestyles and
exciting contests, in addition to
providing key information of
the company's projects.
There has been an increase in
engagement on Twitter and
LinkedIn too, reflecting the
growing interest across all
Mahindra Lifespaces' social
media pages.
Anand Mahindra is one of the
few top management
executives in India, who
regularly communicates on
Twitter to connect directly with
customers and various
stakeholders in an open forum.
71
FEATHERS IN OUR PORTFOLIO
Innovation is not just a tool to stay ahead of the curve, but also an opportunity to continuously improve, come out
of our comfort zones and traverse new market territories. Mahindra has always believed in improving its range and
the quality of products on offer. This year, we leveraged the power of technology to achieve breakthrough
innovations, overcome insurmountable challenges and touch uncharted shores:
TECHNOLOGY OF AN SUV. COMFORTS OF A SEDAN
M&M launched a new model of the SsangYong Rexton,
the RX6, with 5-speed manual transmission, a 2.7 l RX270 XDi engine and
a host of special technology as well as luxury features including electrical
sunroof, 8-way electrically adjustable driver's seat with memory function,
automatic headlights, rain sensing wipers, an intelligent 4x4 Torque On
Demand (TOD) system and premium leather upholstery.
An authentic manual-gearbox SUV experience complemented with the luxury
that one desires, RX6 is a significant addition to the existing Rexton range
which has received a rave response in India, with the Rexton becoming No. 2
selling brand in the high-end SUV segment in FY 2013-14.
BELGIUM TO GO 4G
THE TECH SAVVY FIFA
Tech Mahindra is the sole
managed network and IT
services partner for BASE, and is
spearheading its 4G network
roll-out in Brussels. The team has
successfully completed a
challenging transition from the
incumbent network managed
services partner at BASE.
The globally revered FIFA 2014 will go down in history as the most hi-tech
and interactive tournament till date - thanks to an Indian intervention. World
soccer body FIFA continued its association with Tech Mahindra, as the official
IT services provider for the 2014 event.
4G services are now available
across 10 communes in Brussels,
covering more than 56% of its
population. The coverage will be
further expanded to provide
access to the whole of Brussels
and other parts of Belgium.
This successful 4G launch has
further cemented Tech
Mahindra's capabilities in
delivering 4G services for global
telecom service providers.
Tech Mahindra is the rst Indian company to be associated
with one of the world's biggest sporting event.
Tech M solutions helped manage over USD 1 billion in assets (such as cell
phones, flat-screen TVs, laptops and other expensive equipment) used in the
World Cup as well as coordinate and transport over 230,000 staff,
volunteers and delegates from over 40 countries, including 10,000
daily trips in a fleet of 1,000 cars, buses, trucks and vans.
It enabled electronic ticket sales and accreditation for
the event, watched by 2.4 billion people across
over 214 countries. Its applications for the
tournament also covered systems for
space management, infrastructure,
intranet and extranet at the
MIL - CORE COIL
venues, apart from
helpdesk services.
ASSEMBLY
Mahindra Intertrade Ltd. (MIL),
Vadodara, successfully rolled out its first
Core Coil Assembly (CCA) for ABB (Dry Type
Transformer Division) on March 27, 2014. It was
indeed an achievement for Team Vadodara to have
designed and built this core assembly themselves, without
any formal training. Besides, no capes were involved and all
the tools were developed in-house.
72
Economic Performance
OVERVIEW
FY 2015 was a year that began with a lot of hope in India. A new government
had just come into power and was expected to shake policies and
decision-making processes out of limbo. But it takes time for hope to turn into reality
and till that time, one needs to continue having faith in it. Although Indias economy grew
by 7.3 percent during FY 2015, growth hastened slowly, constrained by weak demand at
home and abroad.
Against the backdrop of such an economic condition and subdued consumer interest, Mahindra Group saw a
minor blip in its financial performance in FY 2015. The consolidated Gross Revenues and Other Income for the Group
was INR 760.15 billion as against INR 787.36 billion in the previous year. The consolidated Profit After Tax, after
deducting minority interests, stood at INR 313.7 billion as compared to INR 466.7 billion in the previous year. Similar
performance was seen in Auto and Farm Sectors as well, which is usually our biggest revenue contributor.
Automotive Division saw de-growth in sales across all major segments. Passenger vehicles including UVs, MPVs and
cars saw an 11.9% decrease in volumes due to the increasing preference for new launches, petrol engines and
compact UVs. Yet we continued leadership of the domestic UV market by posting a market share of
37.4%. Bolero retained the title of being India's largest selling SUV for the 9th
consecutive year and became the 5th highest selling passenger vehicle in India.
Sales of commercial vehicles also came down by 4.8% due to slowdown in agricultural
income and finance availability.
Similarly Farm Division (including Swaraj Division) recorded sales of 234,766 tractors, a
decrease of 12.6% over last year. This mirrors the overall decline of 13% in sales for
the Indian tractor industry in FY 2015. That said, we still command a leadership
position with a market share of 40%. The business performance did not dampen our
efforts of promoting technology and innovation in our products.
We introduced Arjun Novo, the rst
tractor model to roll out of the all-new
high horsepower (hp) platform.
It is set to create new benchmarks
in performance, technology,
comfort and ergonomics.
Meanwhile, our Group Companies continued to forge ahead on the road to
prosperity. Mahindra Lifespace Developers Ltd. posted a consolidated Total Income
and PAT (pre-minority interest) of INR 11.48 billion and INR 2.83 billion respectively an increase of 52% in the former and a highly satisfying 157% increase in the latter.
Mahindra & Mahindra Financial Services Ltd. also reported a 14% increase in its
consolidated income and also expanded its network to 1,108 offices in 26 states and 5
union territories in India.
73
Our financial performance in FY 2015 however had no bearing on the general
market perception of our business abilities. During the reporting period, CRISIL
assigned its highest 'CRISIL AAA/Stable' level rating for the long-term bank facilities
and Non-Convertible Debenture programme of Mahindra & Mahindra Ltd. It also
reaffirmed the Company's short-term facilities and debt programme with a CRISIL
A1+ rating. This reflects upon the healthy business profile of the Company, its ability
to maintain market share, robust product development capability and enhanced
revenue diversity in the core Auto and Farm Equipment businesses and at the
Group level.
In September 2014, Government of India led by Prime Minister Narendra Modi
launched the 'Make in India' initiative with an aim to boost India`s
manufacturing sector.
During the reporting
period, CRISIL assigned its
highest 'CRISIL AAA/Stable'
level rating for the longterm bank facilities and
Non-Convertible
Debenture programme of
Mahindra & Mahindra Ltd.
As a diversied business conglomerate,
we are proud to support the nation’s agship
manufacturing initiative. This support was
exemplied with the launch of the new generation
Scorpio which is a truly ‘Made in India’ SUV.
"We have to make 'Make in India' work. We all have to do our bit.
I am very delighted to say that we are first off the block. The new
generation Scorpio makes us proud not only in India, but also
validates 'Make in India' around the world."
Anand Mahindra, Chairman & Managing Director, Mahindra & Mahindra Group
MANAGEMENT APPROACH
Over the years, sustainability has become well-entrenched in the Mahindra ethos.
When we call our social and environmental expenditures as investments, it is not for
political correctness; it is because they have started bearing us rich returns.
Mahindra Group Companies continue to blur the lines between being good and
doing well by exploring business opportunities in sustainability practices. In addition
to extensive business interests in alternative energy and technology sectors, we are
also focussing on introducing newer business models based on Rise for Good and
realigning existing businesses. Thus, this year Mahindra EPC Services Ltd. was
rebranded as Mahindra Susten in line with its core business of developing alternative
energy infrastructure. Mahindra Reva's Future of Mobility concept continues to
encompass the 5Cs framework of Clean, Convenient, Connected, Clever and Costeffective vehicle technology. In the reporting year, we introduced a limited period
INR 1 lac incentive on the Mahindra Reva e20 even before the Government of Indias
FAME India (Faster Adoption and Manufacturing of Hybrid and Electric vehicles in
India) came into force, starting April 01, 2015.
Innovation is one of the key
tools that enables us to
achieve responsible business
excellence. Over the years,
we have continued to invest
signicantly in R&D. The
aim is to build on our
culture of innovation and
unveil products & services
which are both disruptive
and sustainable, enabling
India to Rise.
74
KEY HIGHLIGHTS
FINANCIALS
st
Mahindra Group's consolidated Gross Revenue and Other Income for the year ended 31 March 2015 stood at
INR 760,150 million as against INR 787,357.2 million for the previous year.
The consolidated Group Prot for the year, after exceptional items and tax, and after deducting minority interest
was INR 31,370 million as against INR 46,669.3 million earned last year.
BEYOND FINANCIALS
GIVING WHEELS TO GLOBAL DREAMS
MTWL acquires 51% stake in Peugeot Scooters
Over the past few years, Mahindra has strengthened its position in the two-wheeler
segment globally. In January 2015, the global ambitions of Mahindra Group received
a tremendous shot in the arm when Mahindra Two Wheelers Ltd. (MTWL) completed
all the necessary formalities for acquiring 51% stake in Peugeot Motocycles (PMTC),
part of the Euro 54 billion PSA Group based in France.
PMTC (a.k.a. Peugeot Scooters), a key player in urban mobility in Europe for 116 years,
is the oldest motorised two-wheeler manufacturer in the world. It offers one of the
most comprehensive range of scooters and mopeds, from 50cc to 400cc, including the
successful three-wheeled scooter Metropolis in the European market.
The coming together of Mahindra and Peugeot is expected to benefit the
two-wheeler businesses of both companies. Mahindra offers access to the India
market, mass market product technology and competence in marketing while Peugeot
brings premium range, a strong European footprint and a globally recognised brand.
This partnership would enable both MTWL and PMTC to speed their international
expansion by driving synergies and leveraging respective strengths of both parties.
FOREIGN EXCHANGE AND R&D
Particulars
INR million
FY 2012-13
FY 2013-14
FY 2014-15
Foreign exchange
earnings
23,533.00
22,599.30
23,360.00
Amount spent on
R&D
10,605.40
7,381.45
15,796.11
Notes:
Foreign Exchange Earnings: Figures are only for M&M Ltd.
Research and Development: FY 2014-15 data is for M&M, MTWL and MREVA
75
REVENUE AND PAT
MAHINDRA & MAHINDRA LTD.
INR million
33,528.20
37,583.50
33,211.10
409,903.30
412,264.90
397,943.60
FY 2012-13
FY 2013-14
FY 2014-15
TECH MAHINDRA LTD.
Revenue
PAT
INR million
22,562.00
26,854.70
6,525.20
59,067.40
FY 2012-13
163,654.30
FY 2013-14
192,872.00
FY 2014-15
MAHINDRA & MAHINDRA FINANCIAL SERVICES LTD.
8,826.92
38,946.99
FY 2012-13
Revenue
PAT
INR million
8,872.28
8,317.76
49,530.05
55,847.00
FY 2013-14
FY 2014-15
MAHINDRA LIFESPACE DEVELOPERS LTD.
Revenue
PAT
INR million
2,333.00
974.90
777.30
4,222.50
4,213.30
FY 2012-13
FY 2013-14
7,600.30
FY 2014-15
Revenue
PAT
76
MAHINDRA HOLIDAYS AND RESORTS INDIA LTD.
INR million
945.35
790.24
7,989.30
8,075.60
1,069.78
7,015.48
FY 2012-13
FY 2013-14
FY 2014-15
MAHINDRA VEHICLE MANUFACTURERS LTD.
Revenue
PAT
INR million
2,837.80
2,166.70
79,036.40
FY 2012-13
58,011.50
FY 2013-14
1,530.30
61,604.60
FY 2014-15
MAHINDRA INTERTRADE LTD.
567.10
13,045.20
FY 2012-13
Revenue
PAT
INR million
721.70
643.70
11,687.53
FY 2013-14
13,065.90
FY 2014-15
MAHINDRA RURAL HOUSING FINANCE LTD.
Revenue
PAT
INR million
441.70
270.79
203.18
1,404.00
FY 2012-13
2,125.20
FY 2013-14
3,284.40
FY 2014-15
Revenue
PAT
77
MAHINDRA INSURANCE BROKERS LTD.
419.97
INR million
429.40
344.47
1,111.75
862.99
FY 2012-13
FY 2013-14
1,261.90
FY 2014-15
MAHINDRA LOGISTICS LTD.
INR million
366.44
244.37
15,354.90
FY 2012-13
Revenue
PAT
17,566.11
FY 2013-14
410.90
19,241.80
FY 2014-15
MAHINDRA WORLD CITY JAIPUR LTD.
Revenue
PAT
INR million
379.90
165.84
244.47
1,066.12
1,021.67
FY 2012-13
FY 2013-14
1,342.80
FY 2014-15
MAHINDRA EPC SERVICES PVT. LTD.
Revenue
PAT
INR million
152.30
82.00
-53.70
FY 2012-13
1,249.20
-9.10
FY 2013-14
5,076.40
FY 2014-15
Revenue
PAT
PAT
78
MAHINDRA WORLD CITY DEVELOPERS LTD.
INR million
544.94
142.60
1,238.14
FY 2012-13
88.98
478.72
FY 2013-14
642.20
FY 2014-15
MAHINDRA STEEL SERVICE CENTRE LTD.
Revenue
PAT
INR million
75.40
14.52
54.31
1,236.00
1,221.65
FY 2012-13
FY 2013-14
1,642.40
FY 2014-15
MAHINDRA FIRST CHOICE SERVICES LTD.
128.86
294.24
-240.85
-426.51
Revenue
PAT
INR million
502.50
-540.52
FY 2012-13
FY 2013-14
FY 2014-15
MAHINDRA SANYO SPECIAL STEEL PVT LTD.
Revenue
PAT
INR million
5,911.88
7,694.65
10,262.20
-380.27
-683.40
-632.70
FY 2012-13
FY 2013-14
FY 2014-15
Revenue
PAT
79
MAHINDRA REVA ELECTRIC VEHICLES PVT. LTD.
393.33
371.37
-318.56
-805.10
INR million
430.40
-940.80
FY 2012-13
FY 2013-14
FY 2014-15
MAHINDRA TWO WHEELERS LTD.
Revenue
PAT
INR million
3,857.79
7,519.64
7,241.60
-2,638.60
-4,592.92
-5,288.70
FY 2012-13
FY 2013-14
FY 2014-15
Revenue
PAT
ECONOMIC VALUE GENERATED AND DISTRIBUTED
Economic Value
Retained
24,616.70
FY 2012-13
Economic Value
Distributed
385,286.60
Total: 409,903.30
Economic Value
Retained
26,870.70
FY 2013-14
Economic Value
Distributed
385,394.20
Total: 412,264.90
INR million
Economic Value
Retained
24,742.00
FY 2014-15
Economic Value
Distributed
373,201.00
Total: 397,943.00
80
FINANCIAL ASSISTANCE RECEIVED
FROM THE GOVERNMENT
INR million
Tax relief / credits
Subsidies
Investment grants, R&D grants and other relevant
types of grants
Awards
Royalty holidays
Financial assistance from Export Credit Agencies
Financial incentives
735
Other financial benefits received or receivable from
any government for any operation
1,446
Duty drawback + Focus Market Incentive for Export
542.22
Total
2,723.22
FINANCIAL IMPLICATION OF CLIMATE CHANGE
Climate change is real and here for us to
see, feel and endure. It affects the natural
world directly, which in turn affects the
corporate world. In the long run, it can
change consumer preferences, increase
energy costs, restrict access to resources
like water and adversely affect human
capital. Moreover, it has already started
influencing an organisations perception
in the minds of its customer and
consumer base. Our businesses involve
both manufacturing and agricultural
sectors, thereby making us all the more
susceptible to temperamental weathers
and changing climates.
Most often, an opportunity is a problem
turned inside out. Our sustainability
journey started, as it usually does, by
identifying and implementing energy
saving and emission reducing
mechanisms in our processes. The results
were quick and encouraging. But over
the years, our abilities and expertise have
graduated to a level where today, we see
tremendous business opportunities in
addressing climate change.
While we continue to keep a sharp focus
on our carbon footprint, we understand
that the march of climate change can
only be arrested through a collaborative
effort. Hence, we take part in diverse
national and international think tanks,
councils and advisory bodies to effect a
larger and more long-term positive
change.
As one of the thought leaders in
sustainability, it is our privilege to distil
and disseminate climate change best
practices to a wider audience. The
process of cascading begins from our
supply chain and other stakeholders.
Hence, we engage with relevant
stakeholders and mentor them on
climate risk and sustainable practices
that will help mitigate this risk.
Tech Mahindra was ranked 2nd and became one of the
only ve Indian companies to feature in CDP's Climate
Leadership Index 2014. This is testament to its
commitment in adopting measures to cut emissions and
decelerate, if not mitigate climate change.
81
LOCAL SUPPLY
In recent years, we have been steadfast towards achieving our global ambitions. But while we have trained our vision to foreign
shores, our intention to localise our production and operation remains strong as ever. Although the boundaries of India remain
the de facto definition of local supply, some businesses have their own definition and boundary of what constitutes as local.
This is based on its industry requirements and other on-ground realities like access to technology and know-how, tax and duty
regimes, and supply of skilled manpower. But the objective remains to promote local talent and give it an opportunity to flourish
on a larger scale.
That said, we have exacting quality standards and stringent processes to identify and empanel our suppliers. Some of the factors
influencing supplier selection include:
Costs
Performance and
on-time delivery
Compliance on environment,
health and safety guidelines
Sector
Nine out of 15 sectors
source 90% or more of their
total requirements from
local suppliers.
Purchases from
Top 10 Suppliers
(INR million)
AD
MEPC
MIL
monetary value for each business shows that
MLDL
Purchases from
Local Suppliers
(within top 10)
(INR million)
Statutory
requirements
% of Local
Suppliers
(within top 10)
32,255
32,255
100
5,100
1,938
38
73
73
100
10,826
7,702
71
1,316
1,316
100
MFCSL
An analysis of the top 10 suppliers as per
Commitment to reduce
the carbon footprint
MReva
223
67
30
MTWL
2,187
1,864
85
MVML
15,145
15,004
99
of 89% because at MReva, we are now
MHRIL
41
37
89
procuring certain parts which were
MWC
143
130
91
previously being produced indigenously.
MSSSPL
3,331
2,933
88
MLL
3,254
3,254
100
FD
13,032
13,032
100
FSS
880
880
100
1,730
1,619
94
on an aggregate basis, Mahindra Group
sourced 85.6% of its requirement locally.
This is a slight decrease over last year’s gure
TechM
LOCAL SUPPLY
99%
94%
91%
89%
88%
85%
71%
38%
30%
MVML
Tech M
MWC
MHRIL
MSSSPL
MTWL
MIL
MEPC
MReva
82
Environmental Performance
OVERVIEW
During the reporting period, we progressed well on our environmental
agenda. Notable milestones include turning Water Positive as a Group and
Mahindra Lifespaces conducting a Natural Capital profiling - a first in the Group.
While we marched ahead to achieve our big goals faster and sooner, we kept a
sharp focus on introspective small steps that eliminated roadblocks and helped
lay the foundation for big impacts. This resulted in enhanced environmental
performance in areas of energy conservation, water reduction and waste
management across the Group.
We embarked on new initiatives across our value chain to
ensure that we created better value for our customers
and our stakeholders while growing our business.
MANAGEMENT APPROACH
Our approach to environment management stems from our core purpose to drive
positive change in the lives of our stakeholders and enable them to Rise. It is rooted
in our belief that only businesses that embrace sustainability and environment
efficiency will generate long-term value for their stakeholders.
Thus environmental efficiency is central to all our processes, products and premises.
We are committed to make a positive difference across our entire product lifecycle.
From green manufacturing facilities to imbibing green consciousness in our people,
our approach to environmental sustainability covers all the high-impact material
issues across our businesses.
We consistently raise the bar and set ourselves ambitious
targets and goals. We leverage Alternative Thinking to
unleash new ideas to achieve these goals.
83
ENVIRONMENT POLICIES
Mahindra is committed to make its products and services environmentally sound and secure. This commitment to environment
management is reflected in our Environment Policy. The aim of the Policy is to reduce the organisation's carbon and ecological
footprint, maintain balance in the eco-system, and create long-lasting value for business and society.
The Policy, which was originally formulated for Mahindra & Mahindra Ltd., has been cascaded across Group Companies. The
Group Companies not only comply with all the laws and regulations pertaining to environment, they also assume leadership
roles in various green disciplines.
Adherence to the policy is the responsibility of each employee at Mahindra. This implementation is overseen by plant managers
of respective facilities.
For our Environment Policy; please refer to Sustainability Report 2009-10. All manufacturing plants of M&M are certified with
ISO-14001-2004 Environment Management System.
GREEN IT GUIDELINES
GREEN SUPPLY CHAIN MANAGEMENT POLICY
To ensure that we use Information
Technology (IT) more efficiently, we
formulated the Green IT guidelines
in 2008-09. These guidelines help us
embrace more efficient processes
for sourcing, management and
disposal of IT equipment. All Group
IT agencies and users are committed
to adhere to these guidelines.
We recognise that integrated management approach works best, when one
wants to achieve sustainability throughout the value chain. We therefore
proactively engage with our suppliers and vendors to incorporate environmentfriendly practices beyond our factory gates and encourage them to adopt green
initiatives.
ENGAGING WITH SUPPLIERS
MLDL organised suppliers and contractors meets in the West, North and South
zones in Mumbai, Delhi and Chennai respectively. Participating suppliers at all the
three places witnessed presentations on sustainable operational practices as well
as a dialogue session.
Suppliers gained knowledge on various sustainability aspects such as energy
conservation, water efficiency, waste management, use of alternate energy, local
sourcing, operational safety and biodiversity. MLDL's Sustainability Roadmap
2020 was also shared during the meetings.
All three meets saw an overwhelming response with around 65+ individuals from
50 companies in the West zone, 50+ individuals from 35 companies in the North
zone and 100+ individuals from 80 companies attending the South Zone meet.
ENVIRONMENTAL MANAGEMENT
Our Environment Management approach aims to achieve continuous improvement in environmental performance in all our
activities. We follow a well-structured process to manage waste, water and energy resources across the Group operations.
Environment parameters are now aspects of roadmap. Employees at all levels are responsible for Company's environmental
performance. Robust monitoring practices, stringent feedback measures, continuous introspection along with a well-defined
reporting structure, enables us to be ahead of the industry curve on environment KPIs.
Sustainability reporting contributes to our sustainability agenda in more ways
than one. While we report, we also reect. Disclosures result in deliberations and gures
transform into ground level initiatives and strategic interventions.
84
INVESTMENT IN ENVIRONMENT MANAGEMENT
In the reporting period,
we spent over
INR 63.23 million towards
environment protection
which includes investments
in waste disposal, treating
chemical waste, and
controlling air pollution.
INR million
Amount
Type of Expenditure
STP/ETP Maintenance Contract cost and expenses
incurred for treatment chemicals
14.66
Expenses incurred for air emission monitoring
(Stack and ambient)
3.55
Cost for water quality monitoring
1.55
External Certification of Management Systems
1.49
Expenditures for the purchase and use of emission
certificates (Renewable Energy Certificates)
11.58
Fees paid to Pollution Control Boards for
consent application/renewal
13.87
Cost for Waste Disposal/Treatment
16.53
Total Environmental Expenditure
63.23
CALCULATING SPECIFIC CONSUMPTION
We measure our environmental performance on absolute as well as specific basis. The specific consumption is calculated by
dividing absolute consumption by a denominator based on the nature of business. For e.g., in case of manufacturing
business units, it is the number of units produced, whereas for services, it is the number of employees, or units of services
offered etc. The denominators for the Group Companies are delineated in the following table:
Business
Denominator
Unit of Measure
2012-13
2013-14
2014-15
AD
Equivalent number of vehicles manufactured
355,310
345,702
335,055
FD+SD
Equivalent number of tractors manufactured
316,258
407,572
345,318
MSSSPL*
Tonnes of production
139,967
132,047
159,730
MIL
251,841
242,229
238,466
MTWL
Number of vehicles manufactured
112,235
212,849
173,066
MVML
156,143
115,101
93,180
SBU
Tonnes of packaging material
4,880
5,329
7,188
MReva
296
405
581
MEPC
Power generated in MWh
9,301
102,169
130,856
MWC
Acres of area developed and maintained
2,425
2,759
2,759
MLDL
Built up area in sq. ft.
836,926
1,625,617
1,669,673
MLL
Full time equivalent employees
1,030
1,378
1,747
MHRIL
Room nights booked
259,387
267,760
411,664
FSS
1,270
1,304
1,011
Tech M
52,483
55,560
60,005
MFCWL
Area of facility in sq. m.
9,422
NIS
NIS
MFCSL
Number of vehicles serviced
20,502
41,996
46,633
MRV
2,294
2,371
2,530
SFD
NIS
23,970
21,172
NPD
Equivalent dies
NIS
464
403
CC
Area of facility in sq. m.
NIS
14,680
14,680
EPC
Tonne of production
NIS
5,705
4,299
85
NIS- Not In Scope
*In June 2013, Mahindra Group and Spain's CIE Automotive SA signed a global alliance agreement that resulted in creation
of Mahindra CIE Automotive. As part of the agreement the automotive component businesses of the Group under Mahindra
Forgings Ltd., Mahindra Composites Ltd., Mahindra Hinoday Industries Ltd., Mahindra Gears and Transmissions Pvt Ltd. were
merged with CIE Automotive.
From 2014-15 onwards, out of all the Systech companies, only MSSSPL is part of the Group. Hence, throughout the chapter,
Systech values have been replaced by MSSSPL values alone.
AIR QUALITY
Breath is the most significant
representation of life and the quality of
the air we breathe, directly determines
the health and longevity of our life.
Good air quality is vital and we have an
important role to play. We not only
adhere to all statutory norms, but also
effectively use an efficient monitoring
mechanism to keep a check on various
pollutants.
The Particulate Matter PM10
(size less than 10 µm) & PM2.5 (size less
than 2.5 µm), Sulphur Oxides (SOx) and
Nitrogen Oxides (NOx) are commonly
monitored at all our manufacturing &
service locations, in line with the
revised National Ambient Air Quality
Standards (NAAQS 2009). Some
manufacturing plants also monitor
more specific pollutants related to their
processes like Respirable Suspended
Particulate Matter (RSPM), Carbon
monoxide (CO), Methane (CH4), Ozone
(O3), Lead (Pb) among others.
AMBIENT AIR QUALITY 2014-15
Sectors
microgram/m3
PM 10
PM 2.5
SOX
NOX
100
60
80
80
AD
69.70
33.15
9.15
15.25
FD+SD
83.76
46.20
8.52
12.66
MIL
51.15
14.06
18.61
17.97
MLDL
63.69
27.17
10.30
26.03
MRV
48.21
19.77
5.34
6.53
MReva
62.91
24.10
4.66
13.45
MTWL
62.92
00.00
6.33
15.01
MVML
69.52
31.15
18.39
28.98
MWC
59.32
32.41
8.91
18.94
MFCSL
42.12
18.18
10.47
24.57
MHRIL
61.45
33.80
14.10
34.14
MSSSPL
71.72
44.22
5.86
26.25
Tech M
47.53
21.42
5.01
15.77
NAAQ LIMITS
2009
Notes:
The sector-wise concentrations of the
ambient air pollutants are the average
concentrations of commonly monitored
pollutants at various monitoring stations of
various plants / locations of each sector.
The ambient air quality standards
represented in the table above are for the
industrial area and time weighted average
of 24 hours.
86
AIR EMISSIONS (Stacks) 2014-15
tonnes
Sectors
SPM
SOX
NOX
AD
13.77
42.84
19.84
FD+SD
2.53
10.25
2.03
MFCSL
0.00
0.00
0.01
MHRIL
0.77
11.61
5.67
MIL
0.00
19.89
0.00
MLDL
0.18
2.26
8.43
MRV
5.98
14.28
59.90
MTWL
2.60
DNRM
DNRM
MVML
0.02
1.14
0.05
MWC
0.86
4.65
7.61
MSSSPL
6.20
44.47
6.40
Tech M
0.23
1.37
2.89
OZONE-DEPLETING
SUBSTANCES
We, at Mahindra, are sensitive to
the harmful impacts of Ozone Depleting
Substances (ODS) and thus have geared
our processes to reduce consumption
of resources and emission of ODS like
Chlorofluorocarbons (CFCs), halons and
Hydro Chlorofluorocarbons (HCFCs).
In 2014-15, the Non-ODS (R134a)
consumption stood at 111.26 tonne
vis-á-vis 126.08 tonne in 2013-14.
An increased UV exposure
due to ozone depletion,
results in variety of biological
consequences such as
increases in sunburn, skin
cancer, cataracts and damage
to plants etc.
DNRM: Do not require monitoring as per the pollution control board
295,521
448,734
356,768
512,416
tCO2
108,882
129,801
482,597
Alleviating a problem starts with its
evaluation. Hence at Mahindra, we
continuously and consistently measure
our emissions across the three scopes
and follow it up with multiple
initiatives to mitigate them.
500,144
TOTAL ABSOLUTE GHG EMISSIONS
115,155
GREENHOUSE GASES
2012-13
2013-14
2014-15
Scope 1
Scope 2
Scope 3
Notes: In the year 2012-13 and 2013-14, data of Systech sector is replaced with that of MSSSPL.
GHG EMISSIONS SEGMENTED BY SOURCE
Scope 1 - Direct Emissions
Source
tCO2
2012-13
2013-14
2014-15
45,941
32,392
33,169
1,474
1,018
1,062
316
466
538
FO
46,916
47,261
44,740
LPG + (Bharat Metal Cutting Gas)
22,810
14,136
4,996
Natural Gas + CNG
10,799
16,846
21,231
1,545
2,892
2,978
DNA
144
168
129,801
115,155
108,882
Diesel / HSD
LDO
Petrol
Propane
Others ( Charcoal + Gel fuel )
Total
87
Scope 2 - Indirect Emissions
tCO2
Source
2012-13
2013-14
2014-15
Electricity Purchased
482,597
500,144
512,416
Scope 3 - Other Direct Emissions
tCO2
Source
2012-13
2013-14
2014-15
Inbound Logistics, Outbound
Logistics, daily commutation,
air travel, paper consumption
356,768
448,734
295,521
Note:
In the year 2014-15, the emissions
from LPG decreased because it has
been replaced with Natural Gas at
some sector locations. At times the
usage of fuels is determined by
availability and thus different kind of
fuels like diesel / HSD, natural gas /
CNG, LPG, FO and propane are used
by sectors.
DNA - Data Not Available
GHG EMISSIONS SECTOR-WISE COMPOSITION
tCO2
SERVICE SECTORS
MANUFACTURING SECTORS
2012-13
2013-14
2014-15
Sector
Scope 1
Scope 2
Scope 3
Scope 1
Scope 2
Scope 3
Scope 1
Scope 2
Scope 3
AD
27,287
106,696
168,927
20,908
103,959
169,536
18,713
96,302
129,135
FD+SD
17,605
67,513
108,917
15,162
74,766
192,557
14,362
65,856
69,156
MSSSPL
47,987
125,651
2,400
47,729
115,316
1,220
45,502
129,716
1,335
97
2,435
3,088
164
2,396
22,079
467
2,437
13,092
MTWL
1,438
3,444
2,327
1,757
5,112
4,513
1,127
2,592
3,194
MVML
9,797
45,340
35,606
7,845
41,531
14,348
6,220
34,756
15,908
153
768
4,816
137
802
1,380
179
978
4,143
56
643
146
43
754
4,840
45
826
3,010
SFD
NIS
NIS
NIS
1,399
22,265
95
952
19,312
806
NPD
NIS
NIS
NIS
17
1,656
19
15
1,887
10
EPC
NIS
NIS
NIS
4
3,588
6
4
2,896
756
M EPC
NA
60
6
DNA
520
81
DNA
892
99
MWC
744
6,322
341
658
7,236
167
497
8,588
170
MLDL
475
601
639
2,172
1,280
2,274
2,085
1,346
1,246
31
569
348
42
635
198
48
465
285
2,332
7,878
279
1,941
8,943
703
3,227
14,536
580
79
2,633
668
87
1,810
735
479
2,025
668
Tech M
13,661
105,813
28,061
11,068
89,531
32,118
10,839
104,103
37,185
MFCWL
46
145
3
NIS
NIS
NIS
NIS
NIS
NIS
MFCSL
21
189
97
45
477
79
70
756
140
7,992
5,897
99
3,979
15,140
1,786
4,051
19,677
14,603
NIS
NIS
NIS
DNA
2,426
DNA
DNA
2,471
DNA
MIL
SBU
MReva
MLL
MHRIL
FSS
MRV
CC
NIS - Not In Scope, DNA - Data Not Available, NA - Not Applicable
88
TOTAL SPECIFIC EMISSIONS
SERVICE SECTORS
Sector
tCO2 / unit of measure
2012-13
2013-14
2014-15
Scope 1+2
Scope 1+2
Scope 1+2
% change in 2014-15
over previous year
Reduction
in
emissions
Scope 1+2
AD
0.377
0.361
0.343
5
FD+SD
0.269
0.221
0.232
-5
MSSSPL
1.241
1.235
1.097
11
MIL
0.010
0.011
0.012
-15
MTWL
0.043
0.032
0.021
33
MVML
0.353
0.429
0.440
-3
SBU
0.189
0.176
0.161
9
MReva
2.361
1.968
1.499
24
SFD
NIS
0.987
0.957
3
NPD
NIS
0.630
0.675
-7
EPC
NIS
3.610
4.718
-31
M EPC
0.0064
0.0051
0.0070
-34
AD
6,006
MWC
2.914
2.861
3.293
-15
FD+SD
5,607
MLDL
0.001
0.002
0.002
3
MVML
2,211
MLL
0.583
0.491
0.294
40
MHRIL
136
MHRIL
0.039
0.041
0.043
-6
MIL
72
FSS
2.135
1.454
2.477
-70
MRV
372
Tech M
2.276
1.811
1.916
-6
MWC
804
MFCWL
0.020
NIS
NIS
NIS
MSSSPL
884
MFCSL
0.010
0.0124
0.018
-42
MTWL
192
MRV
6.054
8.604
9.379
-9
SBU
NIS
0.165
0.168
-2
Total
CC
GHG MITIGATION
During the reporting period,
sector-wise reduction in emissions
was as follows:
tCO2
Sector
Reduction
in Emissions
83
16,367
NIS - Not In Scope
Notes:
The specific emissions of AD, MSSSPL, MTWL, SBU, MReva, SFD, Mahindra Lifespaces, MLL, have shown a drop in the current year, due to
various conservation initiatives implemented by the respective sectors.
The increase at FD is due to a new fuel mix and projects implemented at Zaheerabad plant.
Increase in MIL is due to a new annealing process at Kanhe location.
Increase in consumption of NPD is due to additional machineries at die shop.
MEPC has recorded an increase in consumption due to enhancement in scope of reporting.
MHRIL and MFCSL have recorded increase in consumption due to addition of 7 resorts and 9 locations respectively.
MRV recorded an increase due to increase in engine testing.
MVML, EPC, MWC, Tech M, CC have recorded an increase and have been alerted accordingly.
FSS has an increase because of better quality of data, while in Tech M, the increase is due to increase in denominator as well as better
quality of data.
89
INITIATIVES
Combating GHG emissions is deep-seated among Mahindra Group companies. Detailed below is an
example of how individual companies undertake holistic GHG reduction initiatives wherein they focus on
Scope 1, Scope 2 and Scope 3 emissions.
Mahindra EPC
AD Zaheerabad
Initiatives undertaken by Mahindra EPC include
Reduction in Scope 2 emissions
was achieved through process &
energy efficiency improvements,
minimising the need for DG
power and renewable power
purchase.
Scope 1
emissions:
PUC check for
vehicles & diesel
generators
emission check
Scope 2
emissions:
Resource (electricity)
optimisation by installing
local control systems for
light and HVAC
Scope 3
emissions:
Regular monitoring
of air, rail and road
travel and optimising
vehicle use
Processes redesigned to eliminate paper use like vendor
payment process form reduced from 10 pages to 1 page and Document
Management System (DMS) to avoid printing.
Due to these initiatives,
the GHG emissions have
reduced from 103.66 in
FY 14 to 90.44 kg / eq.veh.
in FY 15.
As part of the portfolio, MEPC installed and commissioned a
1 MW solar plant at IIT Mumbai. Over and above green power,
it gave a huge commercial advantage to the institute, as the
cost of power from the plant is INR 4.10/kWh, which is almost
50% of the cost at which they are currently buying power.
Tech Mahindra Employee Commutation Survey
At Tech Mahindra, we continuously strive towards a sustainable culture within the organisation and connecting
business growth with responsibility. Business growth is coupled with employee growth which in turn leads to a growth
in the number of vehicles deployed for their commute, leading to an increase in the carbon footprint as well as
pollution.
As an IT firm, business travel including employee commute is a significant issue and one of the biggest contributors to
Scope 3 emissions. Hence, we continuously monitor it as well as take initiatives to reduce it.
An employee commute survey was conducted in March 2015, with an easy to fill questionnaire which captured the
travel mode, vehicle type, fuel type and the distance travelled. In a period of one and a half months, about 2,500
employees took the survey. It was encouraging to see that over and above participation in the survey, a host of
employees were enthusiastically sharing ideas on how to reduce Scope 3 emissions. This led to co-creation of ideas and
greater ownership.
Results of the interventions will be seen in the next reporting period.
90
BIODIVERSITY
Conservation is better than restoration. The Mahindra Group believes in preserving the
biodiversity of ecosystems and its services which are beneficial for the communities and the
businesses rather than quick fix solutions for its revival.
As part of the conservation strategy, during the reporting period, we signed
India Business and Biodiversity Initiative (IBBI) declaration. This was not
only to take the lead and inspire other organisations, but also to
mitigate risks and identify new business opportunities in the
emerging green sector.
As part of the IBBI declaration, Mahindra World
City, Chennai went through assessment
of impacts and dependencies on
biodiversity to develop strategies
for effective management.
Biodiversity and human development need to
progress together, in synergy. We supported the
empowerment of Adivasis in the Araku Valley in Andhra Pradesh
by creating livelihood opportunities for them.
The Group's commitment to increase green cover by planting trees under the Hariyali project continued this year.
INITIATIVE
SECTOR SNAPSHOT
Project Hariyali
During the reporting
period, the Group planted
1,557,347 trees under
Project Hariyali through
the combined efforts of
its employees and
community partners.
Project Hariyali is our
biggest environmental
initiative yet. In 2007, we
set ourselves the
ambitious goal of
planting 1 million trees
nationwide to increase
India's green cover and
offset national
greenhouse gas emissions.
Sector /
Location
Auto Sector
Farm Equipment Sector + Swaraj
Number of
trees planted
40,261
260,613
Power Train Division
53,398
Mahindra Real Estate
25,150
Mahindra Partners Division
4,066
MSSSPL
12,105
Financial Sector
78,141
Corporate Centre
1,000
After Market Sector
4,015
Mahindra Hospitality (MHRIL)
41,213
IT Sector
3,810
Defense Sector
1,045
Araku
1,024,663
Total
1,557,347
91
CASE STUDY 1
Cultivating Livelihoods
for Communities
CHALLENGE
INTERVENTION
In consultation with the Adivasi community, our NGO, the Naandi Foundation
evolved a horticultural development project on marginal, degraded community
lands to enrich their local nutrition, their ecosystem and augment the
community's income.
OUTCOME
The Adivasi farmers, who became part of this horticulture project, started
growing Arabica coffee through organic agriculture. They use only bio-fertilisers,
bio-pesticides and encourage natural predators such as spiders and ladybirds to
keep pests under control.
The Adivasi community in
Araku already had a
robust centuries-old food
cropping pattern that is
Today, these farmers harvest, process and export this organic coffee to different
countries across the world. The coffee has received an international organic and
fair-trade certification. They also grow food fruits such as papaya, mangoes, mud
apples (chikoo) and oranges to provide a nutritionally rich food basket to their
own families.
subsistent by nature. But a
traditional production
system was inadequate,
without technological
improvements and
resource planning, to feed
an increasing population.
Modern life mandated
sufcient cash income for
health, educational and
other aspirational needs.
IMPACT
'Fair trade' coffee grown organically and mostly exported overseas, is now a viable
livelihood option for these Adivasi farmers and brings the coffee-growers annual
income of INR 100,000 plus.
Naandi Foundation also encouraged the Adivasi farmer community to form the largest organic coffee cooperative in
the world -- the Small and Marginal Farmers Mutually Aided Cooperative Society (SAMTFMACS). This coffee
cooperative ploughs its profits into village development projects like healthcare, ambulances and drinking water.
Naandi Foundation's work in the Araku region began over 15 years ago and embraces the Adivasi values of caring for
the community and the forests. This makes the programme a success and it continues to positively impact over 100,000
Adivasi lives.
92
CASE STUDY 2
Conserving
Biodiversity
CHALLENGE
INTERVENTION
Being India's first green home developer, Mahindra Lifespaces is leading the way
on both these fronts. Mahindra Lifespaces has formulated a biodiversity
management plan for its Happinest project in Boisar, situated in Palghar district of
Maharashtra. The purpose of this plan is to develop strategies that can enhance
biodiversity and nurture the local ecosystem. The plan assumes added significance
since the project is located in the sub basins of Western Ghats, around 5 km away
from the mountainous patch designated as a reserve forest area in Dahanu, which
is rich in floral and faunal biodiversity.
India accounts for nearly
7% of globally recorded
species while supporting
18% of global human
population with just 2.4%
of the world's land area.
As population rises,
urbanisation is imperative,
but the real estate
development needs to
tread carefully and grow
in a sustainable manner.
Conservation of
biodiversity and reducing
the effects of
developmental activity on
environment is the only
As part of the plan, a biodiversity assessment study was undertaken to create an
inventory of the flora and fauna, identify endangered and threatened species if
any, and study the vegetation profile in a 2 km radius from the boundary of the
proposed construction area. Transects were strategically marked in different
directions from the core area. On every transect, survey methods for individual
component of flora and fauna was carried out at a suitable interval. The interval of
every 500 m was decided for the study whereas if any special feature viz. streams
etc. were encountered, extra effort of sampling was taken at these locations.
way to promote and
sustain the real estate
sector in today's ecological
fragile world.
93
Conserving Biodiversity
OUTCOME
The eld study found several species of ora and fauna in the area.
FLORA DIVERSITY
46 species of trees
belonging to 24
different families
FAUNA DIVERSITY
64 species of birds
belonging to 35
different families
16 species of
shrubs belonging
to 13 families
40 species of
butterflies belonging
to three families
52 herb species
belonging
to two families
Two reptile
species belonging to
two families
Along with the field study, a socio ecological survey was also initiated to understand from the local communities the wildlife
they have encountered in and around the project area, identify problem animals and possible CSR opportunities.
Eight villages - Bategaon, Birwadi, Vakore, Sarpada, Umroli, Man, Padgha and Kahirpada were included in the survey and the
presence of two types of venomous snakes was detected in the area apart from other non-venomous snakes.
KEY RECOMMENDATIONS
The findings of the assessment study have been discussed in depth with landscape architect and an action plan has been drawn.
Some of the key recommendations on how Mahindra Lifespaces can sustain and enhance the biodiversity in the area include:
Plantation strategy for core area - fruiting,
shading, and medicinal trees
Green walls
Buttery habitat creation
Installation of bird baths and feeders
94
CASE STUDY 3
Valuing
Natural Capital
CHALLENGE
INTERVENTION
To measure and evaluate environmental costs, Mahindra Lifespaces participated
in the India Business & Biodiversity Initiative (IBBI) baseline assessment, which
offers an overview of the relations between the organisation and the Natural
Capital, covering the entire value chain, and the extent to which the organisation
manages these relations.
Businesses value their
core resources: products,
customers and employees,
yet when it comes to the
most critical resource natural capital, most of them
IBBI baseline assessment was conducted at Mahindra World City, Chennai. The
assessment is designed to create a Natural Capital Profile (NCP) of the Company
focusing on Company's products or services.
Based on the recommendations during the assessment and the NCP, Mahindra
Lifespaces will formulate a Natural Capital Action Plan, which will take into
consideration the quantum of natural capital it deploys and aim to make its
business model more sustainable.
are yet to acknowledge their
dependencies on it.
Natural capital - air, water,
and land are material to
the business and impact
continuity and protability.
Still natural capital doesn't
get reected in corporate
accounting.
The IBBI has been set up to mainstream sustainable
management of biodiversity into business with
endorsement by the Ministry of Environment,
Forests & Climate Change (MoEFCC) India and it is
supported by the German International
Cooperation (GIZ).
95
Valuing Natural Capital
OUTCOME
Following are the outcomes of the IBBI Baseline Assessment conducted in
Mahindra World City Chennai which formed the basis of Natural Capital profiling.
Baseline Assessment Summary
RECOGNITION
Mahindra Lifespace Developers Ltd. can be considered a front runner in
sustainability, as per the assessment. The Company focuses on green design of
buildings, and undertakes strategic plantation within its integrated business cities
to strengthen biodiversity and facilitate reduction in temperature. It also
institutionalises effective and efficient waste management, energy management
and water management within the cities it develops.
Mahindra Lifespace
Developers Ltd. (MLDL)
was featured in the India
Business & Biodiversity
Initiative report 'Business
and Biodiversity in India:
20 Illustrations' in 2014.
With this MLDL became
the rst real estate
developer in India to be
featured in this report.
The Company's performance on sustainability is considered to be a strong
brand differentiator. This can be further reinforced by enhancing stakeholder
understanding of the Company's potential contributions to the wider
ecological system.
The Company may be able to create an interesting USP for new developments by
showing how the Company's long term presence in an area contributes to the
creation and preservation of ecosystem services available to local stakeholders.
Moreover, communicating within the cities about the steps taken by Mahindra on
natural capital management, will strengthen the support for Mahindra's
approach and will contribute to a sense of pride among employees, companies
and residents.
Through its role within the integrated business cities, Mahindra may also wish to
explore the opportunities to involve companies within the city in the conservation
and sustainable use of biodiversity. Such an initiative could focus on biodiversity
not only within the city, but also on biodiversity policies within the companies,
where companies exchange experiences and best practices.
The next step in this journey should be to integrate natural capital considerations
in the Company's supplier requirements, thereby further improving the
Company's sustainability performance in the design and construction of
residential homes.
96
ENERGY
Energy is the lifeline of industry as it moves men and machines. But
energy comes at a price, a commercial price and an environmental price. To stay
commercially competitive and environmentally sustainable, we maintain
an unwavering focus on our energy consumption and constantly invest resources
to make our processes more energy efficient. Learning from global best
practices, sharing successful initiatives within sectors and functions,
and implementing the best interventions, are all an integral part
of our system.
ABSOLUTE ENERGY CONSUMPTION
3,980,219
GJ
3,836,131
Indirect
2,149,778
Direct
1,830,441
3,871,877
Indirect
2,190,925
Direct
1,645,206
FY 2012-13
FY 2013-14
Indirect
2,317,393
Direct
1,554,484
FY 2014-15
Our conservation efforts are paying results and we are witnessing a year-on-year
drop in direct energy consumption.
TOTAL ENERGY CONSUMPTION BY SOURCE
GJ
Charcoal + Gel Fuel | 2
Propane | 48,345
Electricity from grid
2,305,015
Natural Gas + CNG | 378,444
LPG+
(Bharat Metal Gas) | 79,300
FO | 578,034
Petrol | 7,766
LDO | 14,326
Diesel / HSD | 447,629
Electricity from renewable
energy source | 13,017
97
TOTAL ENERGY CONSUMPTION
SERVICE SECTORS
Energy
GJ
2012-13
2013-14
2014-15
AD
896,715
791,612
758,494
FD+SD
557,304
560,202
506,721
1,172,348
1,123,604
MIL
12,012
MTWL
MVML
Energy Savings
28,952
1,188,074
FD+SD
38,066
12,876
17,716
MVML
24,168
34,778
47,299
32,258
MHRIL
597
353,208
322,217
270,696
SBU
5,444
5,358
6,712
MIL
956
MReva
4,073
4,016
4,511
MRV
1,633
SFD
NIS
116,636
97,633
MWC
3,530
EPC
NIS
15,801
12,772
NPD
NIS
7,504
8,482
MSSSPL
3,881
MEPC
264
2,284
3,915
MWC
38,289
40,394
44,409
MLDL
9,107
34,879
34,069
MLL
3,011
3,332
2,691
MHRIL
69,294
64,181
107,193
FSS
12,669
9,090
15,357
MSSSPL
Tech M
672,930
543,292
603,384
MFCWL
1,310
NIS
NIS
MFCSL
1,135
2,668
4,262
136,328
118,234
141,647
NIS
10,650
10,880
CC
SPECIFIC ENERGY CONSUMPTION
Energy
Sector
GJ
AD
MRV
SERVICE SECTORS
ENERGY SAVINGS
2012-13
2013-14
2014-15
2.524
2.290
2.264
1
1.762
1.374
1.467
-7
MSSSPL
8.376
8.509
7.438
13
MIL
0.048
0.053
0.074
-40
MTWL
0.310
0.222
0.186
16
MVML
2.262
2.799
2.905
-4
SBU
1.116
1.005
0.934
7
13.760
9.915
7.764
22
SFD
NIS
4.866
4.611
5
NPD
NIS
16.815
21.048
-30
EPC
NIS
2.770
2.971
-7
MEPC
0.028
0.022
0.030
-34
MWC
15.789
14.641
16.096
-10
MLDL
0.011
0.021
0.020
5
MLL
2.923
2.418
1.540
36
MHRIL
0.267
0.240
0.260
-9
FSS
9.976
6.970
15.190
-118
Tech M
12.821
9.778
10.056
-3
MFCWL
0.139
NIS
NIS
-
MFCSL
0.055
0.063
0.091
-44
59.428
49.867
55.987
-12
NIS
0.725
0.739
-2
CC
NIS - Not In Scope
SBU
364
Total
102,990
% change in 2014-15
over previous year
FD+SD
MRV
843
GJ / unit of measure
AD
MReva
MTWL
Diverse initiatives
undertaken across
sectors helped us
record cumulative
energy savings of
102,990 GJ during the
reporting period.
98
INITIATIVES
Energy Saving Initiatives
Sector
FD
Location
Initiative
Nagpur
Certified for Energy Management System (EnMS) - ISO 50001:2011
Effective and efcient energy management
Installed a smart energy monitoring system comprising on-line monitoring,
data banking, instant and daily alerts plus an auto-generated MIS report.
This resulted in reduction of man-hours invested in collection of energy
consumption data.
Monitoring, the rst step to minimising
Replaced HPMV bulbs and tube lights with Induction lights.
Savings - 3.5 Lac kWh per annum
Implementing waste heat recovery unit.
Savings - INR 21 Lac per annum
AD
Igatpuri
Zaheerabad
Photovoltaic (DG-PV) hybrid solution (66 kW solar plant).
Retro fitment of tube light fittings, from T8 to T5 (256 numbers)
Savings - 41,779 kWh per annum
Replaced 80W induction street lights by 50W lights
Replaced the existing 250W induction lighting in the store with 150W lights
Installed LED 43W street lights in place of the existing 150W metal halide
Heat pump installed to recover the heat form process and use it
to heat water
Savings - INR 85.8 Lac per annum
MTWL
Pithampur
Replaced conventional derated motors with energy efficient motors.
STP water delivery pump and motor replaced by energy efficient pump
and motor
Replacement of water cooled pump with air cooled pump.
Installation of energy efficient air compressor and VFD compressors
Cumulative Savings - 25,778 kWh per month
99
INITIATIVES
Energy Saving Initiatives
Sector
Location
Initiative
Chilling plant interventions
Installed a screw type compressor running on variable load instead
of reciprocating type running on fixed load
Installation of VFD in ABS booth exhaust blower plus energy
efficient pump
Lighting & ventilation interventions
Replacement of HPMV (250 W) lamps by 150 watt energy efficient lamps
Energy saver installed for lighting
Replacing conventional AC with energy efficient ones
250 watt lamps replaced with CFL 85 watt
15 watt CFLs installed in place of 40 watt tube light in toilets of all shops
Motion sensors installed in the war room, V.P. conference room and V.P.'s
office
Solar Energy
Receiving Solar Power through open access, capacity - 1 MW
Solar water heater for canteen and guesthouse
Cumulative Savings - 18 Lac kWh per annum
SD
Mohali
Energy efficient induction lights introduced inside paint booths
High wattage lights replaced with energy efficient CFL lights
High wattage motors replaced with low wattage motors
Relining of gas carburising furnace
Timers installed in shop floor to switch off lights and fans during idle hours
Cumulative savings of 2,525,685 kWh
100
CASE STUDY 1
Cleaning Carbon Footprint
using Solar Energy
CHALLENGE
At FD Nagpur, component
cleaning is an important
stage in the manufacturing
process. The components
are washed, degreased and
INTERVENTION
130 SolPacTM NI 30 Non-Imaging Collector were installed on the roof for
collecting solar energy. This energy is used to increase the temperature of the
process water to 900 C. The systems' unique copper tubing and heat transfer pipe
structure, and secondary reflectors maximise heat capture and minimise losses. It
also seamlessly integrates with the existing electrical heating system without
compromising on reliability. An integrated remote performance monitoring system
ensures desired output and facilitates preventive maintenance.
phosphating process
Hot Water Circulation Tank
carried out in multiple
Make-up water piping
Cold water piping
tanks of varying
Hot water piping
Piping of conventional system
Temperature Gradient
temperatures. The
Circulation Pump
temperature in the tanks
was maintained by electric
Outlet
Header
Pretreatment
Tanks
heaters, which consumed a
substantial amount of
SolPac™ NI30
Collector Field
electricity. The challenge
Existing
Electrical Heaters
was to ensure a
dependable supply of solar
heated water within the
temperature band, so that
the process continues as
This is one of India's largest solar process heating solutions
TM
in the automobile sector based on the SolPac NI 30 NonImaging Compound Parabolic Collector.
normal and is accompanied
with the reduction in
OUTCOME
power consumption.
Savings of 2.9 Lac kWh of electricity per annum leading to a saving of INR 23.8
Lac per year. It also resulted in CO2 mitigation of 174,000 kg per annum.
101
CASE STUDY 2
Eliminating the Chiller
to be Cost-competitive
CHALLENGE
INTERVENTION
At Mahindra Intertrade,
High energy consuming processes such as Rotor die casting were identified. Their
power consumption trends for the last 5 quarters were mapped. Multiple
interventions were brainstormed and it was eventually decided to eliminate the
chiller in the aluminium injection (rotor die casting) process.
Kanhe, the high cost of
power and fuel was diluting
the cost-competitiveness of
its steel. It was thus
imperative to reduce
energy cost per unit of
produce.
After research and interaction with manufacturers, three alternative solutions were
formulated:
Solution 1
Solution 2
Solution 3
Water cooling
using conventional
cooling tower
Water cooling
using water based
LPG vaporiser Heater Less
Water cooling through the
combined effect of cooling tower
and water based LPG vaporiser
After a thorough evaluation, the third solution was found to be the best as it
involved no investment, no modification to the machine and ensured
consistency in product quality.
The challenges faced and overcome were:
Achieving the
required lower
temperature without
the chiller
Interfacing the heater
less vaporiser with
aluminium injection
equipment
Modification of
electrical interfaces to
run the machine
without the chiller
OUTCOME
The new cooling process was approved by the equipment supplier. The product
also passed all tests. So the SOP was refined, people were trained and quality plan
updated as per the revised process.
Benets of the innovation:
Usage of cooling tower
and heater less LPG
vaporiser in combination,
successfully implemented
for the rst time for rotor
manufacturing in India.
Objective
Before
After
Reduce the aluminum injection power consumption
94 kWh/t
76 kWh/t
Reduce the consumption of
Distilled Mineral (DM) water
600 l/month
0
Reduce break down time of chiller by 100%
from present level
0.25%
0
An estimated savings of INR 886,950 per year in the energy bill alone.
102
ENERGY HIGHLIGHTS
PROMOTING ENERGY EFFICIENCY
As part of our efforts in pioneering and promoting energy
initiatives, we participated in the plenary 'India Energy Efficiency in
Buildings Laboratory' organised under the aegis of WBCSD (World
Business Council for Sustainable Development). Energy Efficient
Buildings (EEB) was the agenda of the session and Mahindra
Lifespaces was on the WBCSD EEB 2.0 India Steering Committee.
WBCSD is a CEO-led global coalition straddling business and
sustainable development. It has long-standing relationships in India
with both the Confederation of Indian Industry (CII) and TERI BCSD.
Its arm, WBCSD India, enables greater in-country cooperation and
knowledge transfer between WBCSD and these organisations.
TOWARDS MORE SUSTAINABLE CITIES
MWC Chennai partnered with WRI (World Resource Institute) to assess the feasibility of meeting 'on-campus demand' in MWC,
Chennai, through renewable sources of energy.
WRI fosters collaboration among a diverse group of energy stakeholders, including regulators, utilities, businesses,
governments and civil society. It provides policy recommendations in various countries including India. WRI's Charge Initiative
works to secure universal access to clean, affordable power for 1 billion people by 2020. It aims to achieve this through
partnerships with companies around the world that are building markets for cost-competitive renewable energy.
THE 'ENERGY' HUB
Home to all major support functions like
Accounts, Administration, ER, HR and other
Departments as well as the CEO's office, its
energy saving features include:
RCC structure of G+2 configuration
68% of run-off water is harvested. 35.7%
of water saving due to initiatives like
low flow fixtures, drip irrigation, sensor
based urinals etc.
Skylights for ample sunlight, glazing
with high VLT
53% landscaped area. Landscaping with
native and adapted vegetation, grass
pavers for driveways, vegetative green
roofs etc.
MVML's new ofce building 'The HUB' is an energy
efcient building, compliant to green building
regulations. It aims to provide a more environmentally
sustainable and healthy workspace.
LED lights, magnetic levitation water
cooled chillers with COP of 5.02 resulting
in overall energy saving of 34.3% over
AHSAE baseline
Use of low VOC content materials for
better indoor air quality and thermal
comfort design as per ASHRAE-55
103
TECH MAHINDRA HINJEWADI CAMPUS
The whole campus is designed as a green campus and some of its salient features are:
Buildings designed with floor atriums for sufficient natural lighting
inside the building
Low carbon energy installations include
occupancy sensors, solar panels and a
windmill
Efficient waste disposal system with separate units for solid / liquid /
paper / electronic waste
Sandstone cladding on external façades of buildings to minimise the
heat impact
Extensive landscaping and tree plantation
Water bodies to arrest temperature rise
Water conservation initiatives include sewage treatment plant
(water recycling) and rainwater harvesting
Use of UV glass façade
Annual CO2e savings from the
windmill is 57.47 MTCO2e
Solar power plant has a capacity of
250 kWp per day with solar panels on
Block III, Block IV and Food Court.
The project was executed by
Mahindra EPC.
Solar power contributes 2% of the
total power requirement of Hinjewadi
Campus with an estimated annual
savings of 24.52 Lac.
Use of UV glass façade
Extensive landscape and
tree plantation
Water bodies to maintain
temperature rise
Low carbon energy installations
like solar panels
Campus security
Water sewage treatment plant
Sand stone cladding of external
façade to minimise heat impact
Efficient Waste Disposal System
Solid / Liquid / Paper / Electronic
104
'ENERGY CONSERVATION - THE MAHINDRA WAY' PROGRAMME AT MIQ
At Mahindra, we
understand the power of
saving power. When small
acts of resource
conservation come together,
they have a big impact on
the sustainable operations
of the Group.
With this intention, Mahindra Institute
of Quality (MIQ) and Group
Sustainability organised a training
course, 'Energy Conservation - The
Mahindra Way' at MIQ, Nashik from
3rd to 5th November, 2014. This was
the third batch to undergo this
training.
The objective of the training was to
impart knowledge on effective asset
selection, resource utilisation, process
optimisation and operational
efficiency, plus share the latest
techniques and advancements in the
field of energy management, with a
specific emphasis on how to reduce
electrical and thermal energy usage.
Internal trainers from M&M and
Powerol along with external faculty
members from various companies,
shared their knowledge and
experience on various topics. The
training was attended by 33
participants from various Mahindra
Group companies and Mahindra
suppliers.
WATER
Turning negatives into positives needs
courage, commitment and vision.
In FY 2012 -13 we launched an ambitious project 'H20 to H2Infinity'
to change the then existing water equation and transform a
fast-depleting reserve, back to tomorrow's infinite resource.
The aim is to ensure that there is enough water
available for a growing India.
But, this is
just a milestone,
we continue on our
journey recharged and all our
businesses and divisions continue
to contribute in their own way to
conserve every drop of water through
innovations and initiatives.
In pursuance of this goal, in FY 2013 -14,
we crossed an important milestone as
the Mahindra Group achieved
Water Positive status.
105
The Group marked the start of a focused and accelerated effort to conserve water in 201112 with a 360o water management programme, H2Innity. This programme brought
about a massive change in the consumption and conservation of water - not just within
our operations, but also by local communities, our vendors as well as our customers.
WATER CONSUMPTION BY SECTOR
SERVICE SECTORS
Sector
m3
2012-13
2013-14
2014-15
AD
958,525
843,885
817,858
FD+SD
573,971
653,408
584,020
MSSSPL
950,534
740,402
773,098
MIL
43,869
37,058
45,068
MTWL
47,146
53,880
42,546
MVML
488,721
392,371
435,552
SBU
16,952
13,562
11,369
MReva
16,172
12,942
14,197
SFD
NIS
60,417
49,084
EPC
NIS
22,225
20,361
NPD
NIS
8,333
11,405
MEPC
DNA
6488
12,369
MWC
1,558,412
1,761,917
2,403,615
MLDL
114,657
434,278
366,280
13,894
13,896
21,698
297,356
285,612
464,250
11,299
13,990
13,648
Tech M
682,665
615,610
1,007,453
MFCWL
358
NIS
NIS
1,187
2,879
17,224
17,640
34,627
133,690
NIS
48,892
49,090
MLL
MHRIL
FSS
MFCSL
MRV
CC
NIS - Not In Scope
MEPC, Tech M have recorded an increase in consumption due to enhanced scope of reporting
Increase in water consumption at MHRIL is due to addition of 7 resorts
106
SPECIFIC WATER CONSUMPTION
SERVICE SECTORS
Sector
m3 / unit
2013-14
2014-15
AD
2.698
2.441
2.441
0
FD+SD
1.815
1.603
1.691
-6
MSSSPL
6.791
5.607
4.840
14
MIL
0.174
0.153
0.189
-24
MTWL
0.420
0.253
0.246
3
MVML
3.130
3.409
4.674
-37
SBU
3.474
2.545
1.582
38
54.640
31.955
24.435
24
SFD
NIS
2.521
2.318
8
EPC
NIS
3.896
4.736
-22
MEPC
DNA
0.064
0.095
-48
MWC
642.644
638.607
871.191
-36
MLDL
0.137
0.267
0.219
18
13.490
10.084
12.420
(-23)
MHRIL
1.146
1.067
1.128
-6
FSS
8.897
10.728
13.499
-26
Tech M
13.000
11.080
16.789
-52
MFCWL
0.038
NIS
NIS
-
NIS
3.331
3.344
0
MReva
MLL
CC
SPECIFIC WATER CONSUMPTION
Sector
NPD
% change in 2014-15
over previous year
2012-13
2012-13
Note: NIS - Not in Scope.
The specific water consumption of MSSSPL,
MTWL, SBU, MReva, SFD, Mahindra
Lifespaces has dropped in the current year,
due to various water conservation projects
implemented by the respective sectors.
MIL has recorded an increase in specific
consumption as rainwater was replaced
with groundwater at two units in Kanhe
and one unit in Bhopal.
Specific water usage has increased due to
enhanced water consumption by customers
and not MWC alone, annual usage will
differ based on the activity undertaken by
customers.
FSS and MLL have recorded an increase in
the specific water consumption due to
reporting of better quality data.
Mahindra World City supplies water to
Mahindra Research Valley, Nova, Iris Court
and Aqualily locations of Mahindra
Lifespaces. To avoid double accounting, the
Group consumption does not include the
water consumption of these three sites in
the year 2014-15; however it has been
included in respective sector's water
consumption. In addition, Mahindra World
City supplies water to all companies located
in its premises. Group's total water
consumption is 7021214 kl.
m3 / unit of measure
2013-14
2014-15
NIS
17.959
28.300
MFCSL
0.058
0.069
0.369
MRV
7.690
14.604
52.842
Note:
Specific water consumption at MRV increased due to increase in green cover and higher
number of engine test beds
MFCSL has added nine locations and hence the specific water consumption has risen
The water consumption increase in NPD is due to addition of machineries at the
die shop in the reporting period
Hence, the specific water consumption for these three sectors have
been mentioned separately
107
WATER WITHDRAWAL BY SOURCE 2014-15
Total m3
%
Bottled Water
10,276
0.15
Ground water
2,260,449
32.19
152,436
2.17
1,286,897
18.33
495,294
7.05
2,095,301
29.84
720,561
10.26
7,021,214
100
Index
Rainwater
Surface Water
Wastewater from another source
Water from Municipality
Water from Tanker
Grand Total
VOLUME OF WATER RECYCLED AND REUSED
We minimise the use of freshwater through recycling and reuse of wastewater.
The effluent and sewage treatment plants treats the wastewater and diverts it
back in to the process wherever possible, plus this grey water is re-purposed for
gardening and flushing toilets.
Sector
Volume of water
recycled and reused (m3)
% of water recycled and reused
of total water consumption
AD
257,868
32%
FD+SD
102,969
18%
MHRIL
190,769
41%
MReva
3,968
28%
MWC
416,955
17%
MTWL
12,610
30%
2,118
5%
MVML
60,182
14%
Tech M
53,053
5%
MRV
30,971
23%
MIL
DISCHARGED WATER QUALITY
We ensure that whatever wastewater we generate is free of
pollutants and therefore we monitor the quality of discharged water
through internal and external agencies. So far we have always remained
within the limits permitted by the State Pollution Control Boards and local
regulatory authorities.
108
CASE STUDY 1
Turning Negative to
Water Positive
CHALLENGE
INTERVENTION
Businesses are now taking interest in the conservation of this precious resource.
Mahindra Group is a frontrunner in this endeavour. M&M's Farm Division took up a
Clean Development Mechanism (CDM) project on Micro Irrigation System in
association with the UNFCCC (United Nations Framework Convention on Climate
Change).
Under the project, farmers were encouraged to use an efficient irrigation system
such as drip and sprinkler irrigation, compared to the conventional flood method of
irrigation. FD sold drip irrigation and sprinkler irrigation systems to farmers in
Gujarat in the year FY 2012-13.
Water is an essential
commodity for
continuation of
industrial activity.
In recent times, its
availability is becoming an
alarming concern. In a
WATER SAVINGS: 48%
survey conducted by FICCI
on Water Use in the Indian
Industry in 2011, 60% of the
respondents felt that that
availability of water is
impacting their business
while 87% sensed that it
will impact them in the next
IMPACT
The use of micro irrigation systems resulted in several benefits including savings in
water consumption between 30% and 50%. Farmers also saw a decrease in the
use of fertilizers and increase in the yield.
This project also proved to be a milestone in the sustainability journey of
Mahindra Group.
10 years.
Mahindra & Mahindra Ltd. effected 8.40 million m3
water savings during FY 2013-2014 against the
6.1 million kl total water consumption of the Group,
turning Mahindra water positive.
The verification report by Bureau Veritas Certifications India Pvt. Ltd. (BVCI)
confirmed with a limited level of assurance that the quantum of water savings
thus effected exceed the water consumption of Mahindra & Mahindra Ltd. during
the period FY 2013-14.
Note: Total water consumption during
FY 2013-14 was 6.1 million m3 which includes
Systech companies.
TOTAL WATER-CONSUMPTION
MAHINDRA GROUP
WATER SAVED BY
MICRO IRRIGATION SYSTEM
6.1 million m3
8.4 million m3
109
CASE STUDY 2
Achieving Water
Self-sufciency
CHALLENGE
INTERVENTION
AD, Zaheerabad took a holistic approach for conserving the precious resource for
the future operations and reducing its consumption. Over the years, we have taken
a range of water management interventions to make the division water selfsufficient. Some of the key ones include treatment of domestic and process
wastewater, enhancing stormwater percolation, and stormwater harvesting. These
efforts gained pace after Mahindra Group launched its H2Infinity, the water
conservation programme in 2012-13.
OUTCOME
Water is equally
important for
domestic as well as
industrial purposes.
The treatment of domestic & process wastewater resulted in savings of 425 m3 / day
of water. The enhancement of stormwater percolation check dam capacity led to
increase in water storage - capacity to 1,100 m3 per annum. Stormwater harvesting
added 2,500 m3 of water per annum.
The industries have to
The specific water consumption in FY 2015 (till December) reduced by 35%
compared to FY 2011. Also, the water table has risen in the area reducing the power
required for drawing water by 50%. The reuse of wastewater has increased
considerably with 10% of the treated ETP water being used for grill cleaning activity
and the balance treated water for gardening purpose.
depend on the conventional
water sources for their
various requirements.
10% treated
water was
being used for
grill cleaning
activity
However, these sources are
now under stress due to
growth in population and
increase in urbanisation,
forcing industries to look
Balance treated
water was
being used for
gardening
purpose
for other alternatives.
IMPACT
As a result of the strategic water management interventions, the dependency on
Zaheerabad municipality for water has been eliminated making the
manufacturing plant water self-sufficient. The facility can now meet the water
demand for next 10 years production plan.
Dependency on
Zaheerabad Municipality
for water has been
eliminated making the
site self-sufcient
The manufacturing
site can now meet
the demand for the
next 10-year
production plan
110
INITIATIVES
Saving water today for a plentiful tomorrow
Water is essential for life. Several measures to conserve and reduce consumption of water were
undertaken across the Mahindra Group, with each business contributing in its own way.
Sector
Initiative
SWARAJ DIVISION
Swaraj Division of the Mahindra Group has been driving water saving
initiatives. Some of the major ones are as follows.
Plugged leakages at 20 locations which resulted in savings
of 35 kld of water
Optimised water use by controlling water flow in the
Paint shop saving 50 kld water
Replaced corroded underground pipeline with new overhead
pipeline saving 40 kld water
Changed water cooling system with air cooling system
for 6 furnaces, saving water of three cooling towers amounting
to 35 kld
ETP outlet water used to flush toilets
Utilised ETP outlet water to top-up the Paint shop
sedimentation tank
MAHINDRA TWO WHEELERS
Mahindra Two Wheelers Ltd. saved around 60 liters of water per vehicle
by taking up water saving initiatives such as:
Plugging internal water leakages by replacing MS pipes with new
HDPE pipes
Installing level controllers in all water storage and overhead tanks
Diverting the housing colony rainwater to an open well & using the
water for gardening
Replacing wheel taps by push tap for all toilets and hand wash area
Reusing rinsing water and rejected RO water
FARM DIVISION
Farm Division, Nagpur took up key water conservation initiatives such as:
Installation, repairing, replacing & calibrating water meters
Inspection of pipeline for leakages & unauthorised connections
Numbering the tanks & color-coding them for easy reporting of leaks
Repair, replacement & installation of level sensors
Utilisation of ETP treated water for gardening, washing vehicles, and
flushing toilets leading to 30% reduction in water consumption
compared to FY 2009
111
MATERIALS
We operate in a material constrained world. Natural resources are
under stress as production tries to keep pace with the growing
demands of an ever rising population and evolving lifestyles.
At Mahindra, we are committed to produce more from less and strive to
reduce our material consumption. We have also increased the
percentage of alternative materials in our products to curb our
carbon footprint, without affecting the efficiency and
performance of our products.
SECTOR WISE MATERIALS CONSUMPTION
AD
MATERIAL
2012-13
2013-14
2014-15
875,128
846,235
780,708
0
0
0
0
0
0
875,128
846,235
780,708
3,260
5,579
8,358
Unit
2012-13
2013-14
2014-15
Tonnes
144,203
91,599
83,568
144,203
91,599
83,568
1,017
1,769
2,445
2012-13
2013-14
2014-15
113,101
106,597
120,857
23,468
21,229
22,014
102
104
0
136,670
127,930
142,871
Unit
Semi-manufactured
Associated material
Tonnes
Packaging material
Total
Semi-manufactured
kl
MVML
MATERIAL
Semi-manufactured
Total
Semi-manufactured
kl
MSSSPL
MATERIAL
Unit
Semi-manufactured
Associated material
Packaging material
Total
Tonnes
112
FD+SD
2012-13
2013-14
2014-15
418,681
727,419
418,848
121
126
90
0
21,785
20,458
886
538
1,413
419,688
749,868
440,809
7,935
12,177
7,791
3,456
5,507
1,852
387
0
0
11,778
17,684
9,643
149,752
194,156
160,112
37,473
48,525
35,683
187,225
242,681
195,795
2012-13
2013-14
2014-15
1,557
5,179
4,228
Raw material
13,233
6,594
13,202
Total
14,790
11,773
17,431
Rmt
653
0
0
Unit
2012-13
2013-14
2014-15
121,840
182,744
182,528
4
5
6
93,526
0
0
2,343
1,628
3,945
217,712
184,377
186,479
MATERIAL
Unit
Semi-manufactured
Associated material
Tonnes
Raw material
Packaging material
Total
Semi-manufactured
Associated material
kl
Raw material
Total
Semi-manufactured
Raw material
No
Total
MWC
MATERIAL
Semi-manufactured
Semi-manufactured
Unit
Tonnes
MIL
MATERIAL
Semi-manufactured
Associated material
Tonnes
Raw material
Packaging material
Total
Associated material
No
9
0
0
Associated material
kl
2
4
5
DNA
DNA
0.15
Packaging material
Packaging material
Mtr
51,010
540
1,579,128
Packaging material
CFT
0
4,919
0
Packaging material
No
0
0
1,067,139
2012-13
2013-14
2014-15
4,878
5,125
7,188
4,878
5,125
7,188
SBU
MATERIAL
Packaging material
Total
Unit
Tonnes
113
MTWL
2012-13
2013-14
2014-15
12,218
24,063
19,559
34
48
43
84
135
164
12,336
24,246
19,766
440
594
411
113
225
171
553
819
582
2012-13
2013-14
2014-15
96,901
325,096
124,473
112
DNA
103
80,140
2,68,267
373,498
177,153
593,373
498,074
Associated material
0
4,517
1,080
Semi-manufactured
0
7,969,208
3,561,976
DNA
636
320
0
7,974,361
3,563,376
Semi-manufactured
8,889
0
1
Associated material
1
13.83
15
No
8,890
13.83
16
SQM
DNA
DNA
172,839
MTR
DNA
DNA
836,960
Unit
2012-13
2013-14
2014-15
0
0.52
0.66
0.22
0
0
Raw material
0.03
0
0
Total
0.25
0.52
0.66
Semi-manufactured
22
69
100
Associated material
8
0
3
0
0
33
69
100
89
665
1,110
43
0
0
13
0
0
145
665
1,110
MATERIAL
Unit
Semi-manufactured
Associated material
Tonnes
Packaging material
Total
Semi-manufactured
Associated material
kl
Total
MLDL
MATERIAL
Unit
Semi-manufactured
Associated material
Tonnes
Raw material
Total
Raw material
kl
Total
Total
Semi-manufactured
MFCSL
MATERIAL
Semi-manufactured material
Associated material
Raw material
Tonnes
kl
Total
Semi-manufactured
Associated material
Raw material
Total
No
114
MREVA
MATERIAL
Unit
Semi-manufactured
2012-13
2013-14
2014-15
252
268
2,749
2012-13
2013-14
2014-15
NIS
NIS
4,299
2012-13
2013-14
2014-15
701
379
590
84
62
1,038
2,089
1,372
1,552
DNA
DNA
577
Tonnes
EPC INDUSTRIE
MATERIAL
Unit
Semi-manufactured
Tonnes
PRINTER CARTRIDGE & TONNER CONSUMPTION
SECTOR
Unit
MLL
FSS
No
TECH M
MRV
WASTE
We follow a two pronged strategy on waste - reduction and reuse. Less waste means less
disposal cost plus conservation of natural resources and energy. Reuse of waste helps cut
raw material costs and decreases the burden on the environment.
This focus on reduction or reuse of waste is pervasive right from the design
stage to the manufacturing process and distribution of finished
goods. At every step we are looking for opportunities for waste
minimisation and reuse.
Whatever waste we generate is responsibly
disposed keeping the compliances, rules
and regulations of the land in mind.
Hazardous waste is handed over to authorised hazardous waste collection vendors
equipped with the requisite treatment, storage and disposal facilities, while a major
portion of non-hazardous waste is disposed through contractors who hand it over
to large-scale recycling units or reuse it.
115
GROUP TOTAL
Hazardous waste
2012-13
2013-14
2014-15
7,219
9,219
25,429
Solid (Nos)
175,269
193,863
240,334
Liquid (kl)
2,038
2,467
23,193
Liquid (Nos)
3,205
122
0
Solid (Tonnes)
225,701
176,800
173,811
Solid (Nos)
156,490
81,454
76,219
Liquid (kl)
0
0
135
Solid (Tonnes)
Non-Hazardous waste
Note:
Hazardous solid waste (Tonnes) includes ETP
sludge, phosphating sludge, paint sludge, ewaste, biomedical waste, oil soaked waste
Hazardous solid waste (Nos.) includes
batteries, containers and e-waste
Hazardous Liquid waste (kl) includes scrap
oil, DG set waste oil, used oil from vehicles
and waste coolant
Hazardous Liquid waste (nos.) includes
containers of waste oil
Non-Hazardous solid waste (Tonnes) includes
wooden, steel, metal scrap, food waste,
paper waste, plastic scrap, rubber scrap
Non-Hazardous solid waste (Nos.) includes
empty containers / barrels
AD
Hazardous waste
2012-13
2013-14
2014-15
Solid (Tonnes)
3,187
3,121
3,239
Solid (Nos)
4,144
50,440
139,220
Liquid (kl)
373
143
21,597
3,075
0
0
Solid (Tonnes)
73,049
50,285
45,072
Solid, Tyres, Drums etc. (Nos.)
86,483
16,955
35,301
0
0
0
2012-13
2013-14
2014-15
Solid (MT)
713
1,210
21,406
Solid (Nos)
46,316
45,702
34,940
Liquid (kl)
162
85
126
Solid (MT)
20,865
13,377
12,157
Solid (Nos)
7,747
954
10,508
2012-13
2013-14
2014-15
Solid (MT)
9
8
4
Solid (Nos)
0
177
1,541
Liquid (kl)
0
6
1
0
34,276
34,604
Liquid (Nos)
Non-Hazardous waste
Liquid (kl)
Hazardous solid waste (Tonnes) increased as
few sectors were able to provide the data in
tonne for containers which they used to
earlier report in numbers.
Hazardous solid waste (Nos.) increased as the
sector has improved tracking and data
collection. Till last year, the reporting unit
for a few companies, was containers in kl,
this year they have reported in numbers or
tonne.
Hazardous liquid waste increased as few
sectors started reporting this year, and in
few sectors there was an increase in the
amount of waste oil due to better tracking
of data.
FD+SD
Hazardous waste
Non-Hazardous waste
MSSSPL
Hazardous waste
Non-Hazardous waste
Solid (MT)
116
MHRIL
Hazardous waste
2012-13
2013-14
2014-15
Solid (MT)
0
1
1
Solid (Nos)
690
873
0
Liquid (kl)
108
1
42
Solid (MT)
590
551
54,334
Solid (Nos)
1,204
1,378
702
Non-Hazardous waste
MFCSL
Hazardous waste
2012-13
2013-14
2014-15
Solid (Nos)
9,112
17,377
25,324
Liquid (kl)
6
28
55
2012-13
2013-14
2014-15
Solid (MT)
1
1
4
Solid (Nos)
42
0
23
Liquid (kl)
8
61
10
10,549
8,429
9,045
2012-13
2013-14
2014-15
1,094
1,954
2,860
2012-13
2013-14
2014-15
Solid (Nos)
DNA
12
435
Solid (MT)
DNA
DNA
2
Liquid (kl)
DNA
DNA
1
Solid (MT)
328
564
1,637
Solid (Nos)
DNA
10,361
5,858
Liquid (kl)
DNA
DNA
135
2012-13
2013-14
2014-15
0.15
4
1
MIL
Hazardous waste
Non-Hazardous waste
Solid (MT)
MWC
Non-Hazardous waste
Solid (Tonnes)
MLDL
Hazardous waste
Non-Hazardous waste
FSS
Hazardous waste
Solid (Tonnes)
117
MTWL
Hazardous waste
2012-13
2013-14
2014-15
Solid (MT)
172
157
122
Solid (Nos)
0
0
1,118
Liquid (kl)
5
8
1,005
Solid (MT)
1,801
1,861
1,437
Solid (Nos)
55,563
47,701
22,973
Non-Hazardous waste
SBU
Hazardous waste
2012-13
2013-14
2014-15
Solid (MT)
5
0
0
Solid (Nos)
31
3
0
Liquid (kl)
14
0
0
1,578
1,671
1,813
2012-13
2013-14
2014-15
Solid (MT)
771
690
593
Solid (Nos)
78,260
43,628
36,037
Liquid (kl)
208
155
138
Solid (MT)
17,186
11,570
9,777
Solid (Nos)
2,270
3,452
564
2012-13
2013-14
2014-15
Solid (MT)
30
14
51
Solid (Nos)
2,520
243
1,008
Liquid (kl)
12
9
5
310
385
532
2012-13
2013-14
2014-15
Solid (MT)
0
8
0
Solid (Nos)
1,332
150
376
25
15
24
Non-Hazardous waste
Solid (MT)
MVML
Hazardous waste
Non-Hazardous waste
TECH M
Hazardous waste
Non-Hazardous waste
Solid (MT)
MREVA
Hazardous waste
Non-Hazardous waste
Solid (MT)
118
MRV
Hazardous waste
2013-14
2014-15
Solid (Nos)
121
312
Solid (MT)
DNA
9
122
0
DNA
213
Solid (MT)
291
458
Solid (Nos)
85
313
2013-14
2014-15
13
6
2013-14
2014-15
DNA
56
Liquid (Nos)
Liquid (kl)
Non-Hazardous waste
CC
Non-Hazardous waste
Solid (MT)
EPC Industrie
Non-Hazardous waste
Solid (MT)
INITIATIVES
Going Ahead
Plans are afoot to introduce innovative
methods for waste management including
Utilisation of paint sludge
for primer making
Solar sludge drying bed
for paint sludge
Turning Waste to Wealth
MIQ and Group Sustainability teamed up to conduct - waste to wealth, a programme that focuses on management of
solid waste and wastewater and familiarising participants with the newly introduced laws pertaining to hazardous,
e-waste and biomedical waste management. Innovative and proven approaches to waste segregation, removal,
generation of useful by-products like biogas, CNG, briquettes as fuel, recycling of furniture and disposal of solid waste
were also discussed. The programme attracted a record 50 participants from various Group companies including
Auto, Farm, Two Wheelers, CIE, Spares Business Unit, MIL, MHRIL and the icing on the cake was the participation
of suppliers.
Reduction in Emissions
Scope 3 emissions were reduced through packaging improvements,
due to which the estimated wood usage reduction for the year FY 2015 is
128 tonnes / annum.
119
INITIATIVES
Greening the waste disposal system
Mahindra's Farm Division took up a host of waste management and waste reduction initiatives
Installed desludge unit and robots
in chassis paint shop for paint
sludge reduction
Installed acid proof tiles in the area where waste
batteries were stored to avoid land contamination
due to hazardous waste
Replaced wooden boxes with MS cage for transport
of engineering parts saving 2,400 kg of wood a year
Overhauled the
transportation of waste
Saved 4,638 kg of corrugated material by
procuring 13 types of gears in plastic bins
1,930 liters of diesel and 4.2 tons of CO2 was saved by using
hydraulic press which compressed waste and helped vehicle
take 8 tonnes of waste compared to just 2.25 tonnes earlier
Compared to 45 trucks earlier, only 15 trucks are now
required to transport waste
Introduced plastic bins to facilitate waste transportation
120
PACKAGING
As a proponent of sustainable development, it is a huge responsibility to ensure
we 'design out' any potential negative environmental impacts of packaging from
our products. In recent years, we have considerably reduced our consumption of
non-recyclable material to make the packaging of our products convenient,
economical and environment friendly.
SPILLS
Spills prevention is prudent in any business. Spills increase operating costs, lower
productivity and can have a negative impact on the environment. At Mahindra
Group, we are committed to ensure complete safety of our operations and the
environment through a comprehensive environment management system which
also encompasses spills. During the reporting period, we did not witness any
significant incidents of spills.
ENVIRONMENT
COMPLIANCE
Conforming to the environmental laws, rules and regulations is
the cornerstone of any successful business. Mahindra Group continues
to adhere to environmental compliances and abide by all the applicable
laws of the land for all of its projects. During the reporting period, we were not
fined for any non-compliance.
121
Social Performance
MANAGEMENT APPROACH
At Mahindra, organisational growth and societal development are two
sides of the same coin. Hence, we approach social interventions with the same
commitment, passion and professionalism as our businesses.
We have been contributing 1% of our Profit After Tax (PAT) towards Corporate Social
Responsibility (CSR) in a structured manner since 2005 long before it became a
mandate. Hence we were better prepared to shift to a higher gear of 2% of threeyear average net profit as prescribed by the guidelines laid down in the New
Companies Act 2013.
Our goal is to create self-sustaining transformations across
the weaker sections of society by empowering them to Rise.
OUR FOCUS AREAS
EDUCATION
HEALTH
ENVIRONMENT
We also aim to boost bright minds, sporting spirits and artistic endeavours through
timely interventions, regular programmes and financial aid.
OUR CHANGE AGENTS
CSR
COUNCIL
CSR
DEPARTMENT
ESOPS
EMPLOYEE VOLUNTEERING
PROGRAMME
We regularly collaborate with governments, NGOs and other business associates to
amplify the outcomes of our CSR programmes.
OUR OPERATING PHILOSOPHY
Harness the power of 'Alternative Thinking' to develop innovative strategies and
implement unique social interventions to usher in lasting positive change.
122
KEY HIGHLIGHTS
EDUCATION
PROJECT NANHI KALI
21,587
girl children were
taken under Project
Nanhi Kali's fold
this year.
113,124
45,602
girl children from
socially and economically
backward sections of
the society were
educated in total.
Nanhi Kalis were
supported by Mahindra
Group, while the rest
were backed by corporate
and individual donors.
549 students were awarded
the Mahindra All India Talent
Scholarship this year.
45 students were awarded the
K. C. Mahindra Scholarship for
Postgraduate Studies this year.
3,515 under-privileged students
were provided livelihood training
in Mahindra Pride Schools this year.
Total Tally
Total Tally
Total Tally
7,453
1,160
12,192
HEALTHCARE
LIFELINE EXPRESS
20,143
people benefited from the medical camps conducted
through the Lifeline Express programme this year.
Total Tally
37,525
ENVIRONMENT
VOLUNTEERING
PROJECT
MAHINDRA HARIYALI
ESOPS
1.56 million
33,490
trees were planted under the
Mahindra Hariyali Project
in FY 15, well surpassing the
annual target of 1 million trees.
volunteers have
contributed 229,670
man-hours towards
social programmes.
Total Tally
7.96 million
123
CSR POLICY
CSR GOVERNANCE
Our renewed CSR policy is in line with the amendments in Section 135 of
the New Companies Act 2013 and comprises following key action areas:
Sustainability at Mahindra is
promulgated at the top and
permeates throughout the
organisation and beyond. Our
CSR Council helms the Mahindra
Group's social responsibility vision
with diligence, transparency and
ownership.
Education
Opportunities for
those at the Base
of Pyramid
Healthcare
& Sanitation
Protection of
Natural Heritage,
Art and Culture
Environment
Livelihood
Enhancement
Aid for Armed
Force Personnel's
Families
Women
Empowerment
Encouragement
for Sport
Technology
Incubation
Rural Development
Disaster Relief &
Rehabilitation
For more information on the CSR Council,
please refer to the corporate governance
section of this report.
This policy is implemented by the CSR Committee and is applicable to all sectors
and employees of Mahindra & Mahindra Ltd.
FOUNDATIONS AND TRUSTS
Our Foundations and Trusts are the major channels that cascade our vision and
initiatives to wider sections of society. These professionally-managed institutions
maximise the impact of their socio-centric programmes, scale up the successful
ones, scrutinise the results and also update our stakeholders regarding the
outcomes.
Each Foundation or Trust, as a whole
or through their arms, maintains sharp
focus on a specific area and works to
resolve crucial issues at both grassroots
and national levels.
These focus areas are:
Women
Empowerment
Education
Livelihoods
Skill Enhancement and
Vocational Training
Empowering Differently
abled Individuals
Relief and
Rehabilitation
K. C. MAHINDRA
EDUCATION TRUST
MAHINDRA
FOUNDATION
The three programmes of K. C.
Mahindra Education Trust (KCMET) (i) Nanhi Kali (ii) Mahindra Pride School
and (iii) Scholarship & Grants, continue
to propel change in the lives of
numerous families, through education
of their wards. Thousands across
multiple age groups and different
income levels have been provided with
financial assistance and recognition,
since the inception of this Trust in 1953.
Mahindra Foundation continues to work towards its core objectives of:
Mobilising timely, comprehensive and effective disaster relief and
rehabilitation.
Providing medical relief to the poor and underprivileged.
Supporting talented individuals for advanced studies or pursuing sports,
so that they may realise their potential and earn pride for our nation.
During the reporting year, the Foundation reached out to assist the flood
affected communities of Jammu & Kashmir.
Relief material was distributed in Malangpora and Padgampora villages in
Tehsil Awantipora of Pulwama District.
Over the years, KCMET has
transformed the lives of
The Group announced a donation of INR 20 million to the Prime Minister's
National Relief Fund to lend a helping hand to the ongoing relief operation.
138,832 students.
124
Mahindra Consulting Engineers, our engineering consulting services arm,
together with the state government, undertook the development of an ecofriendly village cluster. It would be equipped with multiple disaster resistant
dwelling units, community centre and associated site services comprising
roads, water supply, sewerage, solid waste management, power supply and
other site infrastructure facilities.
The relief plan was also designed
such that it could integrate income
restoration during the rehabilitation
period through employment
opportunities, in the undertaken
construction activities and other
programmes.
CYCLONE HUDHUD RELIEF PROGRAMME
In October 2014, Cyclone Hudhud, originating from the Andaman sea,
made landfall near Visakhapatnam, Andhra Pradesh and resulted in
multiple casualties and losses worth billions of rupees. Sadly, in addition to
economic damage, it also devastated the ecology of Visakhapatnam district.
In response to an appeal by the Chief Minister of Andhra Pradesh,
Mahindra committed to plant 0.62 million trees in 7 cyclone affected
Mandals of Visakhapatnam district that had lost most of their tree cover.
This would help restore the ecological sustainability of the region, while
also providing direct livelihood support to 4,000 Adivasi families.
MAHINDRA FOUNDATION USA AND UK
The Mahindra Foundation, USA has
created volunteer-based Nanhi Kali
chapters in US, which further the cause
of educating the underprivileged girls in
India. Eight such chapters located in
Chicago, New York, Seattle, Dallas,
Boston, Atlanta, Syracuse and Omaha,
generate awareness, conduct
fundraisers, mobilise employee payroll
providing programmes and amplify
Nanhi Kali's presence on social network.
The Mahindra Foundation
USA has succeeded in raising
USD 240,098
for Nanhi Kali.
Buoyed by the encouraging response
received from USA, Mahindra
Foundation UK was established to
replicate a similar success in England
and Wales.
TECH MAHINDRA FOUNDATION
The social initiatives of Tech Mahindra
are carried out by the Tech Mahindra
Foundation (TMF). The Foundation
essentially works with children and
youth from less-privileged urban
communities of India. The
programmes of TMF are concentrated
in three core areas - School Education,
Employability and Technical
Education. The initiatives for the first
two areas are directly managed by the
Foundation and those for the last one
are undertaken by Mahindra
Educational Institutions (MEI).
In the current year, TMF reached out to
80,000+ primary and 400,000+
secondary beneficiaries. Out of these, at
least 50% are girls/young women and
10% are people with disabilities.
Through a well-planned corporate
volunteering programme, the
foundation galvanised
10,000+ associates who
contributed over
50,000+ hours.
125
TMF INITIATIVES
SCHOOL EDUCATION PROGRAMME
Run in partnership with various organisations, the programme, focuses on three levels:
ALL ROUND IMPROVEMENT IN SCHOOL EDUCATION (ARISE)
It is a long-term school
improvement programme
and builds upon four
important facets of a school Academic
Social
Organisation
Infrastructure
During the reporting year, the
Foundation adopted 55 schools across
India and is working with 18 partners
to transform them into model schools
of excellence.
Additionally, there is ARISE+ - a special
programme which undertakes
education empowerment initiatives
for children with disabilities.
SHIKSHA SAMVARDHAN
A thematic intervention to make learning interesting, child-centred and
activity-based, the programme largely works with school drop-outs and is
geared to reduce cumulative burden of non-comprehension and promote
grade-appropriate competencies.
The interventions include creation of learning centres, remediation and
bridge programmes, life skills and sports for overall development, ICTenabled education services, early childhood care and education, and afterschool support programmes.
The Foundation runs 12 projects under Shiksha Samwardhan.
SHIKSHAANTAR
This programme aims at making
a difference to education by
empowering the educators and
enhancing their skills. The
programmes are implemented
through In-service Teacher
Education Institute (ITEI) and
a model school at East Delhi
Municipal Corporation (EDMC).
This year, the programme targeted
capacity enhancement to 1,500
teachers, 400 school heads and
70 education functionaries across
EDMC's primary schooling system,
and training of 120 master trainers.
Shikshaantar has been
awarded the Silver Award
for Best CSR Practices in
Education, by CSR Times.
The five-year Cambridge English
programme with Chennai
Municipal Corporation will build
capacities of 250 teachers on
language and pedagogy, and build
a sustainable and cost-effective
network for English language
teacher development. Likewise,
teachers of 100 balwadis under
the Municipal Corporation Schools
of Mumbai and those in 25
primary/pre-primary schools under
Pimpri Chinchwad Municipal
Corporation in Pune are trained in
pedagogical aspects. Shikshaantar
also felicitates outstanding teachers
of municipal schools of Delhi
through the Foundation's flagship
Shikshak Samman Award
programme.
126
TMF INITIATIVES
EMPLOYABILITY PROGRAMME
SMART (Skills for Market Training), the Foundation's flagship programme,
stems from a vision of an educated, enlightened and employed India.
It functions with an underlying belief that educated and skilled youth is
a country's true strength.
The programme started with three centres in 2012
and is currently running 65 centres at ten locations
across India.
These include SMART centres,
SMART+ centres (training for
people with disabilities), SMARTT centres (training in technical
trades) and the SMART Academy.
The SMART Academy is a stateof-the-art centre imparting highquality vocational skills training,
with a blend of classroom,
practical and on-the-job training.
Industry stalwarts facilitate continual
curriculum upgradation and
placement.
Youth from disadvantaged urban
communities and in immediate need
of jobs are the beneficiary group of
SMART. The training starts with a
foundation course comprising Spoken
English, Workplace Readiness and
Basic IT/Computers.
A range of specialised courses are offered:

Customer relationship
and Sales

Multimedia

Nurse Aides

Hospitality

Ofﬁce Administration

IT-enabled Services

Pharmacy Assistant

BPO

Quick Service Restaurants

Lab Assistant

Tally
TECHNICAL
EDUCATION
PROGRAMME
The SMART-T offers training in
technical trades like Automobile
Technician, Civil Works, Computer
Numerically Controlled (CNC)
Machine Technician, AC and
Refrigeration, Electrician,
Fitter, Maintenance Technician
and Welding.
Tech Mahindra has also
undertaken a Research Project
in Vocational Education and
Training (RiVET) along with
the National Skill Development
Authority (NSDA), to understand
the overall scope of skill
development in India.
127
RECOGNITION AND ACCOLADES
M&M was awarded the
'Good Corporate Citizen'
Award 2013-14 in the Large
Corporate category by The
Bombay Chamber of Commerce
& Industry in September 2014.
This award is given in
recognition of conspicuous
achievement in terms of service
to the civic community, in
addition to outstanding
operational performance.
Mahindra Pride School earned the
K. C. Mahindra Education Trust
award in the Urban Livelihoods Corporate Foundation category
of ICICI Foundation and CNBC
TV18's Inclusive India Awards.
The award honours the passion
and commitment of
organisations working at the
grass-roots level, to build a better
and brighter India for all.
The Mahindra Group ranked No. 3
in the illustrious Economic Times
list of India's Best Companies for
CSR 2014. This survey was
conducted by the ET's Corporate
Dossier along with Futurescape
and IIM Udaipur.
The Swaraj Division was conferred
the AMITY CSR Excellence Award
at The Corporate Meet held at CII,
Northern Region Headquarters,
Chandigarh. It was chosen as the
best among 40 nominations
received from leading corporates.
Nanhi Kali added another feather
in its cap by bagging the
prestigious TOI Social Impact
Award (2015) in the 'Corporate Education' category.
LAUNCH OF MAHINDRA HARIYALI COFFEE TABLE BOOK
Mr. Keshub Mahindra unveiled the 'Mahindra Hariyali - A Million Trees Every
Year' Coffee Table Book in October 2014. The Hariyali initiative was pioneered
by Mr. Mahindra himself and was launched in 2007. Thanks to the unﬂinching
dedication of Esops volunteers, the Group has succeeded in planting more
than 6.4 million trees across India as of March, 2014.
The book is a tribute to the hard work of the Esops team and its efforts of
conserving and nurturing the environment.
CSR INVESTMENTS
Total INR
2,364.10 million
Education | 1,137.04
Health | 362.22
Social | 161.40
Environment | 125.83
Others | 30.02
Culture | 72.66
Sports | 474.92
128
ESOPS - EMPLOYEE SOCIAL OPTIONS
Esops is a long-running Employee
Volunteering Programme of Mahindra
where our employees leverage their
passion and professional expertise to
drive positive change in the areas of
education, environment and
healthcare.
Esops is set apart by its longevity of
purpose. Going beyond episodic
philanthropy and public service, Esops
volunteers prepare annual activity
plans, ideate projects, implement
initiatives and monitor results on a
regular basis. In order to make change
a truly collaborative effort, Esops
volunteers are encouraged to involve
family members in these initiatives.
GROUP WIDE INITIATIVES
At Group level, Esops activities revolve around three key projects in areas that are
material to the nation's needs.
Provides academic, material and
social support for primary
education of underprivileged girl
children in India.
A unique hospital-on-wheels
initiative that provides medical
facilities to people from remote
areas of India.
A comprehensive afforestation
programme with an aim to plant
a million+ trees every year.
ESOPS GROWTH REPORT
Year
33,490
In all
Esops volunteers contributed
man-hours
229,670
towards social programmes.
Together, the team Esops initiated
activities.
1,128
Esops Volunteers
Esops Man-hours
2006 - 2007
4,588
DNA
2007 - 2008
9,947
DNA
2008 - 2009
10,341
35,130
2009 - 2010
10,440
49,280
2010 - 2011
15,147
73,509
2011 - 2012
12,588
84,792
2012 - 2013
19,867
109,250
2013 - 2014
25,318
459,836
2014 - 2015
33,490
229,670
141,726
1,041,467
Total
*Data Not Available
129
ESOPS NATIONWIDE FOOTPRINT
Esops' reach spans the entire length and breadth of India except Manipur,
Mizoram and Nagaland.
COMPOSITION OF
ESOPS INITIATIVES
18%
38%
34%
10%
EDUCATION
ENVIRONMENT
HEALTH
OTHERS
ESOPS INITIATIVES
Employees across the Group shoulder social responsibilities with passion and dedication. Varied initiatives carried
out during the reporting year are as follows:
ESOPS IN COMMUNITIES

Timely medical support
for malnourished children.

Food supplies distributed in
rural and remote areas.

Programmes on
safety awareness.

Villages equipped with street lights
and solar lamps handed out.

Engagement activities for
differently abled children.

Supported ﬂood relief
and rehabilitation efforts.

Setting up welfare /
computer centres.

Borewell set up in a village.

Provision of water coolers
and RO ﬁlters to orphanage.
Volunteered quality time with
habitants of an old age home.
130
ESOPS INITIATIVES
ESOPS IN ENVIRONMENT

Tree plantation at various
locations across Mahindra.

School children sensitised
to global warming.

Provided aid in setting up
rainwater harvesting plants.

Conducted waste management
programmes to create awareness.

Varied energy conservation
techniques encouraged and
implemented.

Cleanliness drives held in villages
through Swachh Bharat Abhiyaan.

Green school programme to
increase environmental awareness.

ESOPS IN EDUCATION

Numerous schools furnished
with computers and
furniture.

Street plays were held to raise
awareness on education.

Parks constructed in schools.

Teachers enabled
with training workshops
in rural schools.

Creative competitions conducted
for school children to give exposure
to their engineering talent.

Educational resources
distributed in schools,
children homes and other
educational institutions.

A development drive comprising
cleaning, painting school premises
and planting trees, under
Shramdaan.

Awareness generated about
HIV/AIDS, personal hygiene,
nutritious diet, dental care, child
healthcare etc., through street plays.

Medical equipment and ambulance
donated.

Facilitated the Lifeline Express at
Khandwa, Zaheerabad, Gorakhpur
and Motihari.

Mahindraites inspired to adopt and
contribute towards Nanhi Kali.
Planned factory visits for
various schools & educational
institutions.

Youth development programmes
propagated.
Students were offered career
counselling.

School children treated
to summer camps.
ESOPS IN HEALTH

Women beneﬁted from
antenatal care and health
check-up camps for cancer
detection, dental care, eye
care and paediatrics.

Camps and rallies were
conducted to raise awareness
on side effects of tobacco
consumption.
131
SECTOR-WISE
INITIAT IVES
AUTOMOTIVE DIVISION
EMPOWERING
THE DIFFERENTLY ABLED
ENHANCING EMPLOYABILITY
THROUGH BYTES
Rudrapur Plant inaugurated a computer
education centre at Rudrapur. The
objective of this initiative was to
enhance the employability of the
underprivileged students of 10th grade
and above, residing within a seven km
periphery of the factory premises, by
providing basic computer literacy.
AD Igatpuri team volunteered
to train the differently abled
students of Anusayatmaja
Matimand Nivasi Vidyalaya &
Indira Bharati Karna Badhir Nivasi
Vidyalaya, Igatpuri. Both of these
are unaided residential schools
with a capacity of 40 mentally
challenged as well as 32 hearingand speech-impaired students.
23 officers conducted Esops
activity to help these students
develop creative skills. This
initiative helped them in making
handmade greeting cards, diwali
lights and flower pots, eventually
making them self-reliant.
SUPPORTING ORPHANS
31 Esops volunteers from AD,
Kandivli visited 40 students
staying and studying at Narayan
Chandra Trust Orphanage School
in Nalasopara (East). The team
contributed INR 10,001 towards
procuring the uniforms and
distributed 15 LED torches, caps
and chocolates. The team also
conducted a drawing
competition, promoted Clean
India Campaign, cleaned the
premises and distributed
pamphlets on energy
conservation.
LISTENING WITH
ALL OUR HEART
In continuation with our Esops practice
of engaging with hearing-impaired
and financially-challenged children,
the team at AD, Kandivli visited Late
Smt. Usha Jamnekar Mookdhwani
Vidyalaya at Ville Parle in Mumbai. 89
students were nurtured and groomed
in extracurricular activities such as arts
& crafts, clay modelling and drawing.
The team also provided hearing aids
to eight children.
SHOWING SOLIDARITY
TOWARDS SWACHH
BHARAT ABHIYAAN
More than 558 employees at the
AD, Nashik plant, promoted the
Swachh Bharat Abhiyaan. Under
this, the 'Clean Nashik Movement'
was kick-started by cleaning the
areas of Prabudh Nagar, the
facility locations of Mahindra Sona
and Atlas Copco. Volunteers
equipped with brooms, masks,
gloves and caps worked in tandem
to clean up the entire area.
Additionally, the Nashik team
collaborated with local Municipal
Corporation, schools and colleges
for replicating the above drive.
COLLABORATING FOR
BETTER HEALTH
A HEALTH CAMP FOR ALL AGES
The Esops team at AD, Kandivli
organised health check-up camp for
senior citizens, adults and children at
Satkor, Vikramgad. Around 362 villagers
were screened and provided with the
required medicines. During the camp,
26 cases of cataract were identified and
their operations scheduled.
AFS, Zaheerabad in association
with the Shankara Netralayam
and Archana Hospitals,
Hyderabad, conducted a mega
multi-specialty health camp at
Burdhipad village in Andhra
Pradesh, one of the five villages
adopted by AFS, Zaheerabad for
Esops activity. A total of 673
patients were examined.
132
SECTOR-WISE
INITIAT IVES
AUTOMOTIVE DIVISION
ENCOURAGING THE SPECIALLY ABLED
Team Esops from AFS, AO-Jaipur donated INR 1 lac towards the 6th
national level Deaf and Dumb Wrestling Championship. With
participants from 12 different states of our country, this competition is
a major boost to the hidden athletic talent amongst differently abled.
The winners of this championship will represent our nation in similar
international competitions.
SEA CHANGE ON THE BEACH
The Esops team of MRV celebrated the Sustainability Week from 8th to
13th June 2014, by participating in the massive Coastal Clean Up campaign.
Around 45 Esops volunteers cleaned up the Marine Beach in Chennai.
Gloves and large garbage bags were provided for collecting waste.
FARM DIVISION
J&K FOOD RELIEF
SUPPORT
MEDICAL CARE ON WHEELS
Esops volunteers from Swaraj
Division, Swaraj Engines and
Swaraj Automotive collectively
contributed nearly five tonne
of relief material for those
affected in the J&K floods.
FD Zaheerabad conducted its first
mobile dispensary service in
Buchenahalli village near Zaheerabad.
The dispensary received appreciable
response on day one itself, with more
than 120 beneficiaries utilising the
service. Under this project, five villages
have been identified and adopted.
Each of them will benefit from this
service every week.
PALLIATIVE SUPPORT
FOR THE TERMINALLY ILL
This year, Swaraj Division initiated
'Mahindra Primary Health and
Cancer Care Project' with the
objective to spread awareness
about cancer and provide palliative
care. Palliative care is home-based
health assistance to the terminally
ill cancer patients, who cannot
afford to go to the hospital either
due to financial constraint or due
to health condition. The focus area
comprises a cluster of more than
30 villages in Punjab and nearly
30,000 families are expected to
benefit from this project.
TOWARDS A CLEANER INDIA
FD, Kandivli participated in the Swachh Bharat Abhiyaan, through its
cleanliness drive in the east slums of Kandivli. An awareness rally was
organised to encourage clean surroundings. The rally witnessed
enthusiastic participation by 39 Esops volunteers, 54 Sanskar students,
12 representatives from NGO Sneha and 14 MCGM officials.
133
SECTOR-WISE
INITIAT IVES
EMPOWERING THE RURAL ELECTRICIANS
Esops Team at Powerol organised
TEJAS training programme at
seven rural locations - Billore,
Payyanur, Chenoor, Nirmal,
Namakkal, Kamareddy & Karnal.
Training programmes were
planned for the electrician
community to enhance their
knowledge and skills. Esopians
roped in sales distributors of
Powerol for these programmes.
421 electricians benefited from
this activity.
MAHINDRA PARTNERS
ASSISTING EDUCATION,
ONE BAG AT A TIME
WASTE MANAGEMENT
AT SCHOOL LEVEL
Esops Team at Mahindra Intertrade
Ltd., Nashik distributed fibre dustbins
in ZP Schools at Wadiwarhe,
Sanjegaon, Morambi, Gonde and
Gonde Aganwadi, to help maintain
hygiene and cleanliness within school
premises. A team of volunteers
procured, transported and oversaw
the fitting of dustbins. This activity
benefited about 1,800 students.
The Esops team of MSSCL Kanhe
visited the Shikshan Gram Trust
for orphans and donated
120 school bags and uniforms.
26 employees helped organise
the visit and spent quality time
with the children.
LAYING A STRONG
INFRASTRUCTURE FOR
THE YOUNG ONES
The Esops team of Mahindra
Intertrade Ltd. renovated the
science lab at Maratha High School,
BDD Chawl, Worli. The renovation
involved raising the level of
platforms and replacing them with
granite platforms, plastering and
painting of walls, epoxy coating on
the floor, gas pipeline, water
pipeline, etc. The Esops volunteers
closely supervised the entire project.
MAHINDRA TWO WHEELERS
MOTIVATIONAL MOVIE FOR UNDERPRIVILEGED STUDENTS ON CHILDREN'S DAY
The Esops team at MTWL, Pithampur screened a motivational movie for
underprivileged children of the Government School on Children's day.
The movie 'Hawa Hawaai - Few dreams don't let you sleep' conveyed an
inspiring message to fight against odds and overcome them by fulfilling
one's dreams. Around 200 students enjoyed this screening.
134
SECTOR-WISE
INITIAT IVES
REAL ESTATE SECTOR
HYGIENIC VILLAGES, HEALTHY LIVES
MWC, Chennai partnered with the Appasaheb Apte Smruti Pratishthan for
setting up public convenience facilities in the neighbouring villages of
Veerapuram and Paranur. The toilets, assembled by MWC, Chennai, with
cleaning, waste management and maintenance services have benefited over
5,000 villagers, drivers and migrant workers.
UNVEILING WOMEN EMPOWERMENT
MWC, Jaipur along with its NGO partner, Technology Business Incubator
(TBI) has been undertaking a comprehensive women empowerment project
called 'Parda to Prosperity' since 2009. The project involves creation and
incubation of women Self Help Groups, a wide range of skill building
courses for village women and vocational tours for the engineering students
of the Maharani Engineering College for Women and Jaipur Institute of
Technology.
The 'Parda to Prosperity' initiative
was instrumental in Mahindra
Group receiving the prestigious
Skoch Renaissance Award in
November 2014. The MWCJ Esops
team also received an 'Order of
Merit' during the award ceremony.
GREEN ARMY
MLDL launched the Green Army
Campaign in Mumbai on
November 14, the Children's Day.
This volunteer-based campaign
aims to impart knowledge and
practical skills to children on
environmental conservation and
thereby build a green army. The
goal is to create a pool of one
million caring citizens by
embedding sustainability right
from their childhood.
A total of 100 employee
volunteers spearheaded the
campaign, engaged with kids in
the age group of 8-12 years, their
school teachers and parents.
Campaign Reach
13
schools
2,565 12,825
students
people
LEISURE AND HOSPITALITY
TOWARDS FINANCIAL INDEPENDENCE
REBUILDING HOME
With an aim to provide villagers with a source of income, Kumbalgarh Esops
volunteers donated goats. They visited two nearby villages, where the team
in liaison with Kautilya Vikas Sansthan had identified two Self Help Groups
and handed over goats to the village women. The team also distributed
plants to enhance the green cover in this otherwise arid region.
Esops Volunteers in Munnar reached
out to a tribal family living at
Chinnakanal and rebuilt their house
which was damaged by wild elephants.
The team also provided the family
with provisions for a month.
135
SECTOR-WISE
INITIAT IVES
INFORMATION TECHNOLOGY
TECH MAHINDRA SUPPORTS INTERNATIONAL DAY OF YOGA
To honour the Prime Minister's vision of Yoga as a globally uniting force
and to commemorate International Day of Yoga - June 21, Tech Mahindra
announced the launch of web portal www.idayofyoga.org. The portal was
launched by the Honourable Prime Minister himself at the UNESCO
headquarters in Paris. Tech M will also further leverage digital technologies
like mobile applications and social media to ensure that there is global
awareness of this key event. Various Indian embassies and consulates will
be able to contribute to this portal by outlining and publicising their events,
thus maximising participation.
BLOOD DONATION DRIVE
A two-day blood donation camp was held at the Hinjewadi campus in
association with Dinanath Mangeshkar Hospital, Pune. Esops volunteers sent
emails, held meetings and coordinated with the hospital authorities plus
they also took care of the logistics and arranged for refreshment. More than
300 units of blood was collected.
CORPORATE CENTRE
KAGAZ-KE-PHOOL
SMILE PLEASE!
Kagaz-ke-phool was launched by Mahindra Towers, Worli Esops team and
CIS in partnership with Greenlogix. It is an initiative through which all the
office paper and plastic waste like newspaper, magazines, bottles, etc. are
recycled by Greenlogix. The funds raised from this recycle are contributed
to Project Nanhi Kali. Currently 97 Nanhi Kalis have been adopted through
Kagaz-ke-phool.
The Corporate Centre Esops team
spent a day in Zilla Parishad School,
Dabhale, Vangaon, Dahanu and
distributed basic items necessary to
attend school and maintain hygiene.
The school has 220 children from
Std. I to Std. Vll and 80 children in
Anganwadi.
A workshop was conducted by the Esops team for office boys and
housekeeping staff on importance of waste management. Since then, the
office boys and housekeeping staff have been diligently collecting and
segregating the waste.
The goal was to create an emotional
connect between employees and
these tribal children. Mahindra
Intertrade donated toys worth
INR 2 lac and Mahindra Finance
donated chocolates.
136
CASE STUDY
Adopting to Transform
CHALLENGE
INTERVENTION
Towards this goal, MLL decided to adopt a village and focus its Esops activities
for the upliftment of the village. Six villages were visited by the CSR and senior
management team. Baseline data was gathered for all of them and after careful
deliberation, Aware village, Shahapur, Thane was adopted.
A detailed need assessment survey was conducted and on the basis of the data
collected, a strategic roadmap encompassing multiple interventions was
formulated.
The identified need gaps were as follows:
At MLL, we have always
believed that social
SCHOOL
INFRASTRUCTURE
HEALTH
FACILITIES
EDUCATIONAL
ASSISTANCE
SAFE DRINKING
WATER
responsibility is a long-term
continual phenomenon
rather than an episodic
intervention. We work
across societal strata with
the goal of comprehensive
community betterment.
OUTCOME
MLL has designed the following
action plan, to be implemented in
collaboration with Sambhav
Foundation, a local NGO, over a
period of three years.
1. Infrastructure

Repair School Building

Set-up Computer Lab & Library
2. Esops Initiatives

Health Activities
ACTIVITIES CONDUCTED IN FY 15

Educational Assistance
As per the action plan, the following activities were undertaken:

Safe Drinking Water Facility

Vocational Training Centre and
Generating Employment

Women Empowerment
Foundation stone laid for the school
building project. Provisions made
for computer lab and library in the
new school building.

95 volunteers contributed
591 man-hours towards the
construction of a check dam.
137

Organised health check-up camps.
In the ﬁrst camp, 316 man-hours put
in by our volunteers beneﬁted 479
villagers. During the second camp,
43 volunteers invested 356 manhours, screening 225 patients. Also,
general awareness about leprosy
was created amongst the villagers.

Tree plantation carried out by 170
volunteers over 1,420 man-hours.
500 saplings were planted and the
two pronged purpose of the
activity, increasing green cover and
income generation through sales of
agricultural product, was achieved.

Children's day was celebrated with
much enthusiasm. 44 volunteers
contributed 513 man-hours to
conduct activities such as rally for
'Swachh Bharat Abhiyaan', 'best out
of waste' and Rangoli competition.
They also distributed footwear and
chocolates among the children.
58 volunteers dedicated 628
man-hours to clean and paint the
community centre, which can be
used for various vocational training
and social activities.
FUTURE PLAN
On the anvil are

Completion of repairs of the
school building. Plans for
donating computers and
books is also in place.

Periodic health camps and
establishment of a health
centre in the community or
alternatively providing a
mobile health clinic.

Continuing assistance to
all the schools and
anganwadis, by providing
them equipment, stationery
and digital learning tools.

Rainwater harvesting and
constructing a concrete check
dam on the river to enhance
availability of water.

Training workshops with the
goal to enhance employability.

Women-centric activities to
make them ﬁnancially
independent.
ESOPS AWARDS
ESOPS STAR PERFORMER AWARD
The Esops Awards were launched way
back in 2008, to acknowledge and
reward various Esops activities that
bring a positive transformation in the
society.
The Esops Star Performer Awards, instituted in 2010, commend the locations
and individuals of the Group, who perform par excellence in the social
interventions.
The awards are conferred on the best
performers across:
Factory
Locations
Non-factory
Locations
Criteria such as number of Esops volunteers, total man-hours contributed
and the numbers of initiatives undertaken are used to select the winners.
The two categories for the award are:
Best Performing
Locations
Best Performing
Individuals
Winners are selected using parameters
like impact on beneﬁciaries, Esops
volunteer participation, rationale for
the activity etc.
138
CASE STUDY
PROJECT ANKUR - HARNESSING
THE SPORTS POTENTIAL OF THE NATION
CHALLENGE
Sports in India has long
been marred by a systemic
apathy. While there is a
vast pool of untapped
talent in rural India, there
is a severe lack of
infrastructure and support
for these athletes. Project
Ankur was initiated by AD
Nashik to identify and
INTERVENTION

support young athletes in
Nashik who face problems
such as lack of nutritious
food, training facilities,
sponsorship and exposure
to state/district level

competitions.
Employees liaised with NDAAA
(Nashik District Amateur Athletes
Association) and local Bhonsala
Military School for providing a
training ground to the adopted
athletes. The NDAAA also
extended assistance for the talent
hunt in the tribal areas of Nashik.
Tied up with a local vendor for
supply of nutritious supplements to
the athletes, and coordinated with
eminent doctors and medicine
specialist for monthly medical
check-up.

Tied up with various sports agencies
for provision of new-generation kits
to all athletes.

Made a compelling case for
provision of funds for enabling
these athletes to participate in
various national & international
competitions.

In order to tap the vast talent pool
amongst tribal communities in and
around Nashik, a rally plus an
extended awareness campaign
using auto rickshaws were
conducted.
Concurrently, in order to enhance the awareness of Project Ankur among the
employees and workers at AD, Nashik, a range of activities were conducted.

Circulation of group mail
and SMS to employees

Orientation programme for
employees and workmen

Poster and banner exhibition at plant

Special stalls at Founder's Day

Involvement of employees in
various communication games

Training of Trainers (TOT)
programme
A total of 1,257 Esops volunteers dedicated 10,056
man-hours to Project Ankur. The volunteers were ably
supported by 2,767 community members comprising
villagers, Panchayat committee members and parents.
139
OUTCOME
FUTURE PLAN
As a result of Project Ankur, 96 athletes received recognition and financial aid.
Out of these, 10 shortlisted athletes were sponsored to participate in national
level competitions.
During the reporting year, 75% of all athletics medals
won by Maharashtra in various national events are
contributed by these athletes from Nashik.
In future, Project Ankur aims to:
Maintain a bank of around
100 prospective tribal athletes.
Introduce modern trends in
sports medicine.
Provide prolonged high
altitude training in India and
abroad for gifted athletes.
CASE STUDY
PROJECT VIKAS - HARNESSING
THE DEMOGRAPHIC POTENTIAL OF THE NATION
CHALLENGE
It is a widely known fact that
if India is to truly realise its
demographic advantage,
the youth needs to possess
technical knowledge and
skills. The Government of
India is acutely aware of this
need and at present, there
are a total of 11,964
Industrial Technical Institutes
(ITIs) in India. Out of these,
2,284 are governmentfunded while 9,680 institutes
are privately-run. Training
programmes, ranging from
1-2 years, are conducted in
126 trade disciplines.
INTERVENTION
MVML's greenfield project at Chakan is facing a severe shortage of skilled
manpower. To tide over this challenge, a programme to upgrade rural ITIs was
devised. We conducted a survey of ITIs across Maharashtra and shortlisted two at
Manikdoh and Ghodegaon, both located in a tribal zone, for a comprehensive
upgradation. This project was christened Project Vikas.
A high-level committee comprising senior leadership from Mahindra & Mahindra
was constituted to steer the project in the right direction. Nodal groups at unit
location were constituted to helm execution. Esops volunteer groups based on
different skill sets were formed to operationalise the strategy on ground.
Volunteer participation for the project was also solicited through newsletters and
internal emails.
The project had a four-pronged approach for overhauling the two ITIs:
INFRASTRUCTURE DEVELOPMENT
Advanced automotive labs like Cut Section of Maxximo, Engines
& Axles were set up and the existing workshop was renovated.
140
CAPABILITY BUILDING
ENHANCE EMPLOYABILITY
Faculty training programmes were
conducted. Advanced training on
Paint Technology, Dexterity, Welding
Pneumatics, MILE Automotive
Technology, Fire Fighting etc. were
introduced. Industrial visits were
conducted for better exposure to shop
floor best practices.
To give the ITI better visibility among
prospective employers, a website was
launched. Towards holistic
development of the students, soft-skill
workshops on communication, spoken
English and handling campus
interviews were conducted.
In all, 321 Esops
volunteers contributed
2,939 hours, while 168
community volunteers put
in 1,346 hours to make
this project a success.
CULTURAL CHANGE
Sessions on industrial discipline and self-development were conducted.
Best practices on topics like 5S, TPM, safety, health & hygiene and
sustainability were shared.
OUTCOME
Particulars
2011-12
Manikdoh
Ghodegaon
2012-13
Manikdoh
Ghodegaon
2013-14
Manikdoh
Ghodegaon
Trades/Units
13/27
11/25
13/27
11/25
13/27
11/25
Total Intake
546
544
504
544
525
544
Admission Intake
483
320
441
324
462
233
CTS-COE
435
388
441
393
305
181
90.68
121.25
100
121.3
69.16*
77.68*
326
324
370
329
Result
Awaited
Result
Awaited
% Passed
65.95
76.55
64.32
76.24
Result
Awaited
Result
Awaited
% of Dropout
23.29
20.31
15.87
19.14
12.03
10.85
10.2
9.56
9.56
10.89
9.5
8.52

Absenteeism at Ghodegaon
and Manikdoh went from
9.56% and 10.2% to 8.52%
and 9.5% respectively during
the same period.
% of Admission
Eligible for Exam
% of Absenteeism

Manikdoh and Ghodegaon ITIs
became the ﬁrst ISO 9001:2008
certiﬁed tribal ITIs in Pune Region.

The drop-out at Ghodegaon and
Manikdow went down from
20.31% and 23.29% respectively
in 2011-12 to 8.52% and 9.5%
respectively in 2013-14.
FUTURE PLAN
MVML plans to implement
phase II of Project Vikas from
2015 to 2020. The aim is to
transform both these ITIs into
Centres of Excellence by 2019.
141
EDUCATIONAL SUPPORT
Education lights the path to an empowered nation. When we address the problems that plague education, we
resolve multiple issues that can uplift the society in entirety. For us at Mahindra, education is a crucial facet of our
social responsibility.
We adopt a three-tiered approach to design and implement interventions.
Empowering the girl
child by making
education accessible.
Creating employment
opportunities with vocational
and livelihood training.
PROJECT NANHI KALI
Monetary aid and
scholarships to deserving
underprivileged students.
MAHINDRA PRIDE SCHOOL
Instituted in 1996 by the K. C.
Mahindra Education Trust, in
partnership with the Naandi
Foundation, Project Nanhi Kali makes
primary education accessible to the
girls of economically backward
communities in India. Nanhi Kali
continues to provide education
support to underprivileged girls,
thanks to a strong collaboration with
19 NGOs. Today, it works to change
the lives of little girls in nine states Maharashtra, Andhra Pradesh,
Chhattisgarh, Karnataka, Delhi,
Rajasthan, Tamil Nadu, Madhya
Pradesh & Haryana, and 30 districts
across India.
In addition to facilitating academics,
Nanhi Kali also fulfils other
requirements like uniforms, school
bags and stationery. This
comprehensive nature of the project
helps keep the dropout rates in check.
Nanhi Kalis are selected based on
multiple aspects such as the family
income, parents' educational portfolio,
social background and the child's
aptitude. The project has also devised
a sponsorship support programme and
has international arms in the US and
UK, so that maximum number of girl
children in India can realise their
dream of education.
The Group currently sponsors the
education of 45,602 girls in lowliteracy urban, rural and tribal areas,
independently. This along with the
contributions from other MNCs and
individual donors, help Project Nanhi
Kali support over 113,124 girls.
With such support, Nanhi Kali is a
resounding success with an increase
in learning outcomes by 10% and
dropout rates being curtailed to less
than 10%.
HIGHLIGHTS
The Mahindra Pride School (MPS)
employs livelihood training
programmes to enable the socially and
financially challenged youth, and also
supports them in mainstreaming in to
the modern economy.
MPS provides three-month intensive
training schedules in varied sectors such
as hospitality, customer relationship
management and IT-enabled services.
The students are also trained in English,
life skills and computer applications, so
as to enhance their employability. After
the completion of course, the school
also supports the students in getting
the right employment opportunity.
Here are some of the major
organisations that periodically employ
MPS graduates.
HOSPITALITY
MANAGEMENT
Taj Deccan, Taj Deccan Odyssey,
Hotel Le Meridian, Seasons,
Barista, Lavasa, Hotel President,
JW Marriott Group, McDonalds,
KFC, Pizza Hut, Cafe Coffee Day,
Innvenue Hospitality
Management, etc.
SALES/CRM
In FY 2014-15,
INR
394.90 million
worth of donations
were raised
for Nanhi Kali.
8,770
Nanhi Kalis
have successfully
completed grade
10th till date.
Mahindra Group
is the largest donor
and supports
45,602
Westside, TATA Business Services,
ITC Wills, Landmark (TATA
Group), TCS (BPO), SBI Bank,
Hyundai Dealers, Mom & Me,
Lifestyle, Spinach, Angel Broking,
Bajaj Allianz, Belltron, etc.
Nanhi Kalis.
In the reporting year, 3,515 students
were trained at the five Mahindra
Pride Schools and received attractive
placements in reputed companies.
142
THE MAHINDRA PRIDE SCHOOLS HAVE TRANSFORMED
THE LIVES OF 12,192 MARGINALISED YOUTH TILL DATE.
FY 2014-15 HIGHLIGHTS

100% placement with reputed
organisations in every batch

Some of the new employers
included IVY Studios, Burger
King, Patliputra Exotica Hotel,
Trizetto, Lifestyle, PVR Cinema,
Access Health Care, Amelio
Child Care, Apollo Hospitals,
AGS Health Care, E4E Health
Care and Just Dial.

Key employers who recruited MPS
students in large numbers included:
Employer
No. of students
Café Coffee Day
145
KFC
144
ADFC
110
TCS
107
Capgemini
95
Marriott Group
86
Wipro
70
Serco
67
TBSS
53
Big Bazaar
46
SUPPORT FOR
MUMBAI PUBLIC
SCHOOLS
Last year, the Mahindra Group
supported 28 Mumbai Public
Schools (BMC English medium
schools run by Naandi Foundation)
enabling 12,174 children access
quality education. This year, the
initiative continues in 28 schools
and the number of beneﬁciaries
have increased to 13,551. The
project witnessed some
noteworthy impact including:

17% increase in
enrolment numbers

35% increase in government
teacher recruitment

Formation of
28 School Management
Committees (SMCs)
SCHOLARSHIPS AND GRANTS
K. C. MAHINDRA SCHOLARSHIPS FOR
POSTGRADUATE STUDIES ABROAD
Built on the vision of empowering lives
through education, the K. C. Mahindra
Scholarships for Postgraduate Studies
Abroad is an interest-free loan
scholarship programme. It is awarded
to the deserving candidates interested
in undertaking PG courses in
institutions abroad.
Initiated way back in 1956, the
programme allows its beneficiaries to
pursue their PG in a plethora of fields
such as computer science, engineering,
MBA, law and economics etc. from highly acclaimed
universities like the Harvard Business School, Yale, Stanford,
Massachusetts Institute of Technology, Carnegie
Mellon, London School of Economics etc.
During the reporting year, 701 applications
were received by the trust from students
who have obtained admission to some
of the most premier universities in the
US and the UK.
45 students were awarded the scholarship
this year, taking the total tally to 1,160.
MAHINDRA ALL INDIA TALENT SCHOLARSHIPS (MAITS)
The MAITS scholarships was initiated
for deserving students from the
financially challenged strata of the
society, in the year 1995. The
scholarship empowers such aspiring
candidates to undertake a job-oriented
diploma course with a registered
government polytechnic in India.
Every year, around five hundred
scholarships are awarded to students.
This financial year, 549 students were
given the MAITS scholarship, with
the total spending amounting to
INR 15.84 million.
Till date, the Mahindra All India Talent Scholarships
have been granted to 7,453 students.
143
K. C. MAHINDRA UWC SCHOLARSHIPS
The K. C. Mahindra UWC Scholarships
are specially instituted for aspiring
students within the age bracket of 16
to 18 years. The awardees benefit from
the exposure to invigorating concepts
such as international education, shared
learning and community service, at the
United World Colleges.
Since its inception, the K. C. Mahindra UWC Scholarships have transformed the
lives of 85 students with distributions worth INR 87.94 million.
MAHINDRA SEARCH FOR
TALENT SCHOLARSHIPS
To reward and recognise brilliance in
academics, the Mahindra Search for
Talent Scholarships has been instituted
in 37 institutions across our country.
Students, who are awarded with this
scholarship for two consecutive years,
are also entitled to the Honours
Scholarship Award, which is a cash
prize of INR 5,000 and a citation from
the Trust.
HEALTH SUPPORT
Even today, a chunk of our population grapples with poverty. When basic requirements such as
food, water and shelter are hard to acquire, access to medical support seems like a
distant dream for the underprivileged.
We have always regarded health support as an integral part
of our social interventions. Our efforts are dedicated
towards bringing basic healthcare to the
poor and secluded areas of
our country.
LIFELINE EXPRESS
The world's first hospital on rails,
Lifeline Express is a comprehensive
project aimed at providing free
medical services to financially weaker
and geographically remote sections of
our society. The project was launched
more than 20 years ago, by the Impact
India Foundation. Lifeline Express
comprises five fully air-conditioned
coaches and is equipped with latest
medical paraphernalia to provide the
best possible medical services.
The Group has wholeheartedly
supported this venture with not only
monetary aid, but also through Esops
volunteering hours and expertise. As
the Express continues its journey across
the nation, more people are
benefiting from this unique
intervention every year.
Year
Location
No. of Patients
Operated
No. of Hearing
Aids Distributed
2007
Rudrapur, Uttarakhand
647
106
2008
Rangia, Assam
594
242
2009
Wardha, Maharashtra
1,153
281
2010
Farrukhabad, Uttar Pradesh
1,578
245
2011
Rajgir, Bihar
2,240
214
Haridwar, Uttarakhand
2,189
254
Puri, Odisha
848
164
Naksalbari, West Bengal
771
175
2013
Karad, Maharashtra
816
218
2014
Khandwa, Madhya Pradesh
1,276
500
Zaheerabad, Telangana
1,095
305
660
256
1,537
204
2012
Gorakhpur, Uttar Pradesh
Motihari, Bihar
144
DETAILS OF LIFELINE
EXPRESS PROJECTS
DURING 2014-15
Lifeline Project
LIFELINE EXPRESS AT ZAHEERABAD | SEPTEMBER 2014
Total No. of
Patients Treated
Zaheerabad,
September 2014
7,342
Gorakhpur,
November 2014
3,524
Motihari,
February 2015
4,936
Khandwa,
March 2015
4,341
The Lifeline Express at Zaheerabad railway station received a very encouraging
response. The screening for eye and cleft lip impairments took place at the Area
Hospital in the city, where the volunteering surgeons screened the patients and
selected those fit for surgery. The patients were admitted for the pre-operative
treatment and were then taken to the Lifeline Express at Zaheerabad railway
station for the operation. After successful operations, the patients were shifted
back to the Area Hospital for post-operative treatment. Due to overwhelming
flow of patients, the screening was extended.
All patients treated for cleft lip, ear
and cataract were provided with
breakfast, lunch, dinner and other
refreshments. Dental and Epilepsy
patients were treated at the Lifeline
Express itself.
20,143
Total
LIFELINE SCORECARD | ZAHEERABAD
No. of
patients who
visited OPD
Patients who
received only
consultation
Patients
who received
other services
Patients
who were
operated
21
11
NA
10
Ear
902
545
305*
52
Eye
4,645
4,053
NA
592
214
54
160**
NA
Dental
1,560
NA
1,119**
441***
Total
7,342
4,663
1,584
1,095
Cleft Lip
Epilepsy
THE ESOPS CONTRIBUTION
AT ZAHEERABAD
166 employees of AD, Zaheerabad,
16 community volunteers and 6
teachers from Mahindra Academy
worked tirelessly across all phases of
the project at Zaheerabad. Right
from the publicity of the project till
the final project phase, everyone was
delegated a specific responsibility.
* Patients who received hearing aids. ** Patients who received counselling and medicines.
*** Patients who were treated with dental procedures like scaling, filling and extraction.
LIFELINE EXPRESS AT GORAKHPUR | NOVEMBER 2014
After the inauguration ceremony
at the Gorakhpur railway station,
screening was done for cleft lip and
ENT related problems. The patients,
deemed fit for surgery, were admitted
at the LNM Railway Hospital for the
pre-operative treatment and were
operated in Lifeline Express. After the
operations, the patients were taken
back to the LNM Railway Hospital for
the post-operative treatment.
Just like Zaheerabad, at Gorakhpur
too all the patients were treated for
cleft lip, ear and cataract and were
provided meals. Dental and Epilepsy
treatments were offered at the
Lifeline Express itself.
No. of
patients who
visited OPD
Patients who
received only
consultation
Patients
who received
other services
Patients
who were
operated
28
22
NA
6
Ear
823
483
256*
84
Eye
1,375
1,094
NA
281
104
NA
104**
NA
Dental
1,194
NA
905**
289***
Total
3,524
1,599
1,265
660
Cleft Lip
Epilepsy
145
THE ESOPS CONTRIBUTION AT GORAKHPUR
Five Esops volunteers from Mahindra & Mahindra Ltd., AFS dealerships and
employees from Mahindra Finance enthusiastically invested 372 man-hours
towards the project.
LIFELINE EXPRESS AT MOTIHARI | FEBRUARY 2015
The Lifeline Express project in Motihari, Bihar was the 12th Lifeline Express
project sponsored by the Mahindra Group and treated disablements like cataract,
hearing loss, dental problems and epilepsy.
LIFELINE SCORECARD | MOTIHARI
No. of
patients who
visited OPD
Patients who
received only
consultation
Patients
who received
other services
Patients
who were
operated
17
6
NA
11
Ear
740
456
204*
80
Eye
3,204
2,433
NA
771
Epilepsy
238
37
201**
NA
Dental
737
NA
62**
675***
4,936
2,932
467
1,537
Cleft Lip
Total
THE ESOPS
CONTRIBUTION
AT MOTIHARI
The Lifeline Express project
at Motihari recorded
69 Esops volunteers
contributing over
2,352 man-hours.
LIFELINE EXPRESS AT KHANDWA | MARCH 2015
Towards the end of the reporting period, Lifeline Express offered medical services
to an astounding 4,341 patients at Khandwa Railway Station.
Weeks before the train chugged in, publicity and initial screening of patients
were undertaken by volunteers and the local health authorities at the Mahindra
Two Wheelers plant at Pithampur. Lifeline Express treated disablements such as
cataract, hearing loss, dental problems and epilepsy.
LIFELINE SCORECARD | KHANDWA
No. of
patients who
visited OPD
Patients who
received only
consultation
Patients
who received
other services
Patients
who were
operated
16
11
NA
5
Ear
1,303
743
500*
60
Eye
1,423
916
NA
516
213
NA
213**
NA
Dental
1,386
NA
691***
695
Total
4,341
1,883
1,191
1,276
Cleft Lip
Epilepsy
THE ESOPS CONTRIBUTION
AT KHANDWA
The camp at Khandwa was a publicprivate partnership of the local health
authorities, the Indian Railways,
Impact India Foundation and AFS
employees. In all, 16 Esops volunteers
gave 1,164 man-hours of volunteering
service for this camp.
146
SPORTS AND CULTURE
MAHINDRA RACING
Mahindra Racing became the first
Indian team to participate in the FIM
MotoGP World Motorcycle Racing
Championship series in 2011 and the
Italian National Motorcycle Racing
Championship (CIV) in 2012.
In 2014, Mahindra competed in its third
Moto3 class of MotoGP with its own
4-stroke, 250cc motorcycle: the
Mahindra MGP3O, developed in
partnership with the renowned Swiss
firm Suter Racing Technology AG.
The Mahindra MGP3O has taken three
podium finishes in 2014, the first for
Oliveira at the Dutch TT at Assen in the
Netherlands, while a custom-built
Mahindra in the hands of South African
Brad Binder finished third in Japan and
second at the Sachsenring - a best ever
result for the Indian motorcycle.
MAHINDRA RACING INAUGURATES EUROPEAN HEADQUARTER
To amplify our strength in bike design and development as well as to provide
better service to its customers, Mahindra Racing has invested in a new technical
base at Besozzo, near Varese in northern Italy. This new facility will provide a
MotoGP assembly, testing, manufacture, design and an R&D centre, as well as
improved levels of support for customer teams. This new headquarter is the
latest addition to Mahindra's 'neural network' of innovation, which comprises
existing research facilities in India, Europe, US and South Korea.
MAHINDRA RACING AT FORMULA E CHAMPIONSHIP
In September 2014, Mahindra
Racing became one of only ten
teams - and the only Indian team to compete in the inaugural FIA
Formula E Championship, the
world's first ever fully electric
championship.
The revolutionary racing series, held in 10 of the world's leading cities like
London, Beijing and Los Angeles, will also serve as a framework for R&D
around electric vehicles, accelerating general interest in these cars and
promoting sustainability.
The team's drivers for the first
season were professional F1 drivers
Karun Chandok and Bruno Senna.
They drove Mahindra's specially
designed all-electric zero emission
race car that produces 200 kW of
power - equivalent to 270 BHP and
clocks a top speed of 225 kmph.
147
MAHINDRA EXCELLENCE IN THEATRE (META)
Theatre has always been a mirror to the society. It makes us smile, cry and most
importantly introspect on our current state of affairs; such that we can make
things better. Today, despite the technological breakthrough and new media
content, theatre continues to remain relevant because it tells stories that are
geographically and socially relevant, and ring true with the audience.
We designed META to not only preserve stagecraft, but also increase its awareness
and appreciation, and bring it in national spotlight. The project focuses equally on
developing all aspects of the theatre such as playwriting, set design, costume and
light design, direction and performance.
The 2015 edition of META showcased
10 productions in total - two each
from Delhi, Mumbai, Bengaluru and
Assam and one each from Kerala and
Manipur. The diversity of META 2015
was evident in the varied languages Manipuri, Marathi, Kannada,
Malayalam, Hindi and English,
represented by the nominations.
Best Stage Design
'Still and Still Moving'
(Vibhavi Kowshik and Oroon Das)
Best Actor (Female)
The META awards celebrated its tenth edition in March 2015. The Jino Joseph
scripted and directed 'Matthi' bagged the most awards ranging from Best
Production, Best Director, Best Actor in a Lead Role (Male) and Best Original
Script. Other celebrated productions were.
Sanjukta Wagh
('Rage and Beyond: Irawti's Gandhari')
and Swetha S. ('Chitrapata')
Best Ensemble
Fall of a King
Note: For more details on the awardees, please visit www.metawards.com
IN-HOUSE TALENT
IN SPOTLIGHT
In November 2014, the
Mahindra & Mahindra cultural
group performed the Marathi
play 'Ghar Haravaleli Manasa' at
the 54th Maharashtra State
Theatre Festival in Nagpur. The
play tells the story of a multireligious group suffering from
extreme poverty, and how they
stand by each other in trying
times. Every aspect of the
production, from writing to set
design and direction to acting,
was performed by Mahindra
employees.
Beautifully packaged with
dollops of drama, emotions and
humour, the play saw a full
house and enthralled the
audience. The play was also
presented at the 9th Audyogik
Natya Mahotsav, held in Nashik.
So far, the play has earned the
cultural group, a total of 13
state level prizes in various
competitions.
MAHINDRA BLUES
Credited as Asia's largest and finest Blues phenomenon, the Mahindra Blues
Festival (MBF) brings together, the best Blues music icons and bands from across
the world.
In its fifth year in 2015, MBF had a fantastic folio spread over two days, with the
likes of Buddy Guy, Quinn Sullivan, Doyle Bramhall II, Rich Robinson, Nikki Hill,
Thorbjorn Risager and the Black Tornado along with home-based talent - Warren
Mendonsa of Blackstratblues, The True School Experience and the winners of the
Mahindra Blues Band Hunt 2015.
MBF was nominated in 2014, for the 'Keeping the Blues
Alive' award, hosted by The Blues Foundation of America.
148
MAHINDRA SANATAKDA LUCKNOW FESTIVAL
Mahindra believes that conserving and celebrating our rich culture, arts and
history, amplifies the intensity of societal bonds. Our annual Mahindra Sanatkada
Lucknow Festival takes a leaf out of the Nawaabi lifestyle and celebrates the
grandeur of our tradition.
The four-day long festival brings together connoisseurs of cuisines, poetry, music,
dance, arts, literature and traditional crafts. It is organised in partnership with
Sanatkada, a not-for-profit crafts collective. Every February, history tours,
literature and poetry sessions, and a scrumptious spread of diverse dishes enthral
the participants. It gives an opportunity to the artisans and master craftsmen
from world over to showcase their skills through this festival.
149
Annexures
MEMBERSHIPS
All India Management Association, New Delhi
Indo American Chamber of Commerce
The Associated Chambers of Commerce and
Industry of India (ASSOCHAM)
Indo French Chamber of Commerce
and Industries
Bombay Chamber of Commerce & Industries
Indo German Chamber of Commerce
Bombay First
IIT Bombay
BMTPC - Building Materials and Technology
Promotion Council
Lal Bahadur Shastri Institute of Management
Bureau of Energy Efficiency (BEE) - New Delhi
Childlink India Foundation
Leadership in Energy and Environmental
Design (LEED)
Maharashtra Chamber of Housing Industry
(Mumbai & Pune)
CII Apex Council of Affirmative Action
CII Western Regional Council
Mumbai Hazardous Waste Management
Association Limited (MHWMAL), Taloja
CII National Committee of Indian MNCs
Mumbai Cricket Association
CCI - Clinton Climate Initiatives
National HRD Network
Central Pollution Control Board
National Safety Council
Confederation of Indian Industries (CII)
Population First
Confederation of Indian Industries Hyderabad
SIAM - New Delhi
SOIL (School of Inspired Leadership) Consortium
Confederation of Indian Industries - Mumbai
The Council of EU Chambers of Commerce
CREDA (Chennai)
The Indian Hotels
DST - Department of Science and Technology
TCB Conference Board
Federation of Indian Chambers of Commerce
and Industry (FICCI)
United Nations Global Compact
Harvard Business School (I) Research Centre
Global Compact Network India
Indian Council on Global Relations
Walchand Talent First Limited
Indian Green Building Council
150
G3.1 CONTENT INDEX
STANDARD DISCLOSURES PART I: Profile Disclosures
Strategy and Analysis
Profile
Disclosure
Disclosure
Level of
reporting
Location of
disclosure
1.1
Statement from the most senior decisionmaker of the organization.
Fully
1-2
1.2
Description of key impacts, risks, and
opportunities.
Fully
1-2
For partially reported
disclosures, indicate
the part not reported
Reason for
omission
Explanation for the
reason for omission
Organizational Profile
2.1
Name of the organization.
Fully
3-4
2.2
Primary brands, products, and/or services.
Fully
3-4
2.3
Operational structure of the organization,
Fully
including main divisions, operating
companies, subsidiaries, and joint ventures.
3-4
2.4
Location of organization's headquarters.
Fully
4
2.5
Number of countries where the organization
operates, and names of countries with
either major operations or that are
specifically relevant to the sustainability
issues covered in the report.
Fully
19-20
2.6
Nature of ownership and legal form.
Fully
9
2.7
Markets served (including geographic
breakdown, sectors served, and types of
customers/beneficiaries).
Fully
9-20
2.8
Scale of the reporting organization.
Fully
9, 50, 73, 80,
85, (Pl. refer
table on page
no. 85. Which
indicates no. of
businesses /
operations,
quantities of
products and
services
provided)
2.9
Significant changes during the reporting
period regarding size, structure, or
ownership.
Fully
9
(Compared to
last year, there
have been few
changes in the
holding structure)
2.10
Awards received in the reporting period.
Fully
26-27
151
G3.1 CONTENT INDEX
Report Parameters
Profile
Disclosure
Disclosure
Level of
reporting
Location of
disclosure
3.1
Reporting period (e.g., fiscal/calendar year)
for information provided.
Fully
3,4
3.2
Date of most recent previous report (if any). Fully
3,4
3.3
Reporting cycle (annual, biennial, etc.)
Fully
3,4
3.4
Contact point for questions regarding the
report or its contents.
Fully
4
3.5
Process for defining report content.
Fully
29, We have
done detailed
materiality
exercise in year
2010-11. In
2013-14 we
redid the
identification
priortization of
maaterial issues
and identified
stakeholders
accordingly
(Pg 27-32,
Mahindra
sustainability
report 2013-14).
Pl. refer to page
34 for
Stakeholder
Groups which are
expected to use
the report.
Following
materiality topics
covered in this
report ecoefficiency
(specific
reduction in
carbon and water
footprinting),
Responsible
Product
Development
(LCA, alternative
aropulsion),
Employee Care
and Community
Development
(capacity
building,
Reason for
omission
Explanation for the
reason for omission
152
G3.1 CONTENT INDEX
Report Parameters
Profile
Disclosure
Disclosure
Level of
reporting
3.5
Location of
disclosure
Reason for
omission
Explanation for the
reason for omission
reportable
accidents),
Green Value
Chain
(assessment &
green rating for
suppliers)
3.6
Boundary of the report (e.g., countries,
Fully
divisions, subsidiaries, leased facilities,
joint ventures, suppliers). See GRI Boundary
Protocol for further guidance.
3-4
3.7
State any specific limitations on the scope
Fully
or boundary of the report (see completeness
principle for explanation of scope).
4
3.8
Basis for reporting on joint ventures,
Fully
subsidiaries, leased facilities, outsourced
operations, and other entities that can
significantly affect comparability from period
to period and/or between organizations.
3-4
3.9
Data measurement techniques and the bases Fully
of calculations, including assumptions and
techniques underlying estimations applied to
the compilation of the Indicators and other
information in the report. Explain any
decisions not to apply, or to substantially
diverge from, the GRI Indicator Protocols.
84-90
3.10
Explanation of the effect of any
re-statements of information provided in
earlier reports, and the reasons for such
re-statement (e.g. mergers/acquisitions,
change of base years/periods, nature of
business, measurement methods).
Fully
3-4
3.11
Significant changes from previous reporting Fully
periods in the scope, boundary, or
measurement methods applied in the report.
3-4
3.12
Table identifying the location of the
Standard Disclosures in the report.
Fully
151 onwards
3.13
Policy and current practice with regard to
seeking external assurance for the report.
Fully
5-7
Fully
21-22
Governance, Commitments, and Engagement
4.1
Governance structure of the organization,
including committees under the highest
governance body responsible for specific
tasks, such as setting strategy or
organizational oversight.
153
G3.1 CONTENT INDEX
Profile
Disclosure
Disclosure
Level of
reporting
Location of
disclosure
4.2
Indicate whether the Chair of the highest
governance body is also an executive
officer.
Fully
21-22
4.3
For organizations that have a unitary board
structure, state the number and gender of
members of the highest governance body
that are independent and/or non-executive
members.
Fully
Pl. refer
www.mahindra.
com
4.4
Mechanisms for shareholders and
employees to provide recommendations or
direction to the highest governance body.
Fully
21-22
4.5
Linkage between compensation for
members of the highest governance body,
senior managers, and executives (including
departure arrangements), and the
organization's performance (including
social and environmental performance).
Fully
M&M Annual
Report 2014-15
4.6
Processes in place for the highest
governance body to ensure conflicts of
interest are avoided.
Fully
M&M Annual
Report 2014-15
4.7
Process for determining the composition,
qualifications, and expertise of the
members of the highest governance body
and its committees, including any
consideration of gender and other
indicators of diversity.
Fully
M&M Annual
Report 2014-15
4.8
Internally developed statements of mission
or values, codes of conduct, and principles
relevant to economic, environmental, and
social performance and the status of their
implementation.
Fully
22-25
4.9
Procedures of the highest governance body Fully
for overseeing the organization's
identification and management of economic,
environmental, and social performance,
including relevant risks and opportunities,
and adherence or compliance with
internationally agreed standards, codes of
conduct, and principles.
29
4.10
Processes for evaluating the highest
governance body's own performance,
particularly with respect to economic,
environmental, and social performance.
M&M Annual
Report 2014-15
Fully
Reason for
omission
Explanation for the
reason for omission
154
G3.1 CONTENT INDEX
Profile
Disclosure
Disclosure
Level of
reporting
Location of
disclosure
4.11
Explanation of whether and how the
precautionary approach or principle is
addressed by the organization.
Fully
83-84
4.12
Externally developed economic,
environmental, and social charters,
principles, or other initiatives to which the
organization subscribes or endorses.
Fully
28-29, 150
4.13
Memberships in associations (such as
industry associations) and/or
national/international advocacy
organizations in which the organization:
* Has positions in governance bodies;
* Participates in projects or committees;
* Provides substantive funding beyond
routine membership dues; or
* Views membership as strategic.
Fully
25, 150
4.14
List of stakeholder groups engaged
by the organization.
Fully
34-41
4.15
Basis for identification and selection of
stakeholders with whom to engage.
Fully
34-41
4.16
Approaches to stakeholder engagement,
including frequency of engagement by type
and by stakeholder group.
Fully
34-41
We engage with
all stakeholders
groups mentioned
on Pg 34 on
annual basis
4.17
Key topics and concerns that have been
raised through stakeholder engagement,
and how the organization has responded to
those key topics and concerns, including
through its reporting.
Fully
34-41
Reason for
omission
Explanation for the
reason for omission
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
G3.1 FSSS
DMAs
DMA PS
Aspects
Disclosure
Level of Location of
reporting disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Disclosure on Management Approach PS
Product Portfolio
Not
Not
MMFSL is financial
applicable organisation and thus
none of our products/
services are perceived
to have any direct
material and/or
environmental and/or
social risks
155
G3.1 CONTENT INDEX
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
G3.1 FSSS
DMAs
Disclosure
FS1
Policies with specific environmental and Not
social components applied to
business lines.
Not
MMFSL offerings are
applicable not known to have
social implications
FS2
Procedures for assessing and screening Not
environmental and social risks in
business lines.
Not
MMFSL is financial
applicable organisation thus none
of our products/
services are perceived
to have any direct
material and/or
social risks
Fs3
Processes for monitoring clients'
implementation of and compliance with
environmental and social requirements
included in agreements or transactions.
Not
MMFSL does not
applicable provide any commercial
or corporate banking
or insurance services
FS4
Process(es) for improving staff
Not
competency to implement the
environmental and social policies and
procedures as applied to business lines.
Not
Since the associated
applicable environmental and
social policies and
processes do not exist,
processes for
improving staff
competency are not
available
Fs5
Interactions with clients/investees/
business partners regarding
environmental and social risks and
opportunities.
Not
Not
Currently we do not
applicable interact with clients/
investees/business
partners regarding
social and
environmental risks
and opportunities, as
our client base consists
of individual clients,
who do not pose any
environmental/social
risks to our business
Audits
Partially 7-9, Currently
MMFSL has Social
(CSR policy)
http://www.
mahindrafinance.
com/csr.aspx
Not
available
Currently, MMFSL does 2018
not have environmental
policy
Active Ownership
Not
Not
available
Currently MMFSL does 2018
not carry out activities
or monitor the data
required for FS 10, 11
and 12 indicators
Not
Explanation for the
reason for omission
To be
reported
in
156
G3.1 CONTENT INDEX
G3.1 FSSS
DMAs
DMA EC
Aspects
DMA EN
Aspects
DMA LA
Aspects
DMA HR
Aspects
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Disclosure on Management Approach EC
Economic PerformanceCOMM
Fully
74
Market presence
Fully
74
Indirect economic impacts
Fully
74
Materials
Fully
83-84
Energy
Fully
83-84
Water
Fully
83-84
Biodiversity
Fully
83-84
Emissions, effluents and waste
Fully
83-84
Products and services
Fully
83-84
Compliance
Fully
83-84
Transport
Fully
83-84
Overall
Fully
83-84
Employment
Fully
42-43
Labor/management relations
Fully
42-43
Occupational health and safetyCOMM
Fully
42-43
Training and education
Fully
42-43
Diversity and equal opportunity
Fully
42-43
Equal remuneration for women and men Fully
42-43
Disclosure on Management Approach EN
Disclosure on Management Approach LA
Disclosure on Management Approach HR
Investment and procurement practices
Fully
42-43
Non-discrimination
Fully
42-43
Freedom of association and
collective bargaining
Fully
42-43
Child labor
Fully
42-43
Prevention of forced and compulsory
labor
Fully
42-43
Security practices
Fully
42-43
Indigenous rights
Fully
42-43
Assessment
Fully
42-43
Remediation
Fully
42-43
157
G3.1 CONTENT INDEX
G3.1 FSSS
DMAs
DMA SO
Aspects
DMA PR
Aspects
Fs15
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Explanation for the
reason for omission
To be
reported
in
Disclosure on Management Approach SO
Local communities
Fully
122
Corruption
Fully
122
Public policy
Fully
122
Anti-competitive behavior
Fully
122
Compliance
Fully
122
Customer health and safety
Fully
62
Product and service labelling
Fully
62
Policies for the fair design and sale of
financial products and services.
Fully
http://www
mahindrafinance
.com/csr.aspx
Marketing communications
Fully
62
Customer privacy
Fully
62
Compliance
Fully
62
Disclosure on Management Approach PR
STANDARD DISCLOSURES PART III: Performance Indicators
Product and Service Impact
Product Portfolio
Indicator
FS7
Disclosure
Percentage of the portfolio for business
lines by specific region, size
(e.g. micro/SME/large) and by sector.
Fully
Monetary value of products and services Fully
designed to deliver a specific social
benefit for each business line broken
down by purpose.
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
75-80
Our business
model helps
customers grow
by providing them
loans based on
their future
earning capacities.
Currently the
monetary value of
our products and
services is
INR 243,311
millions
158
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Product Portfolio
FS8
Monetary value of products and services Not
designed to deliver a specific
environmental benefit for each business
line broken down by purpose.
Not
available
FSS has not designed 2018
products or services
to deliver specific
environmental benefits
in the current reporting
year
Coverage and frequency of audits to
Not
assess implementation of environmental
and social policies and risk
assessment procedures.
Not
available
FSS has not designed 2018
products or services
to deliver specific
environmental benefits
in the current reporting
year
Audit
FS9
Active ownership
FS10
Percentage and number of companies
held in the institution's portfolio with
which the reporting organization has
interacted on environmental or
social issues.
Not
Not
FSS does not have any
applicable asset management
operations and we are
not in the business of
investment banking and
insurance, therefore
environmental and
social interaction with
other companies in
portfolio is not relevant
FS11
Percentage of assets subject to positive
and negative environmental or social
screening.
Not
Not
FSS does not have any
applicable asset management
operations and we are
not in the business of
investment banking and
insurance, therefore
environmental and
social interaction with
other companies in
portfolio is not relevant
FS12
Voting polic(ies) applied to
environmental or social issues for
shares over which the reporting
organization holds the right to vote
shares or advises on voting.
Not
Not
FSS is not in the
applicable business of investment
banking
159
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Economic
Economic performance
EC1COMM
Direct economic value generated and
distributed, including revenues,
operating costs, employee
compensation, donations and other
community investments, retained
earnings, and payments to capital
providers and governments.
Fully
80, 82.
The figures
provided for
economic value
distributed include
donations and
community
investment.
M&M Ltd.
Annual report of
14-15, Pg. 135.
Operating Costs
(INR 359,611.9
millions), Pg. 163
Employee
Compensation
(INR 23,169.3
millions),
Donations
(INR 581.6
millions) &
Pg. 138
community
investment
(INR 2,364.10
millions)
M&M Annual
report Pg 50-56
Breakdown of the
community
investment by
theme as follows,
Education – INR
1,137.04 million
Health – INR
362.22 million
Social – INR
161.40 million
Environment –
INR 125.83 million
Culture –
INR 72.66 million
Sports –
INR 474.92 million
Others –
INR 30.01 million
160
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Economic
Economic performance
33490 volunteers
have contributed
2,29,670
man-hours
At Group level,
Esops activities
revolve around
three key projects
in areas that are
material to the
nation's needs.
• Nanhi Kali:
provides
academic, material
and social support
for primary
education of
underprivileged
girl children in
India.
• Lifeline Express:
A unique hospitalon-wheels
initiative that
provides medical
facilities to people
from remote areas
of India.
• Mahindra
Hariyali:
A comprehensive
afforestation
programme with
an aim to plant
a million+ trees
every year.
EC2
Financial implications and other risks
and opportunities for the organization's
activities due to climate change.
Fully
81
EC3
Coverage of the organization's defined
benefit plan obligations.
Fully
M&M Annual
Report 2014-15
EC4
Significant financial assistance received
from government.
Fully
81
161
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Market presence
EC5
Range of ratios of standard entry level
wage by gender compared to local
minimum wage at significant locations
of operation.
Not
Group does not report
on salary
EC6
Policy, practices, and proportion of
spending on locally-based suppliers at
significant locations of operation.
Fully
82
EC7
Procedures for local hiring and
proportion of senior management hired
from the local community at significant
locations of operation.
Fully
Currently the
Mahindra Group
companies do
not have any
specific procedure
for local hiring of
senior
management.
Hiring is purely on
merit irrespective
of the location of
the person
Fully
128-129
Indirect economic impacts
EC8
Development and impact of
infrastructure investments and services
provided primarily for public benefit
through commercial, in-kind, or
pro bono engagement.
EC9
Understanding and describing significant Not
indirect economic impacts, including
the extent of impacts.
Environmental
Materials
EN1
Materials used by weight or volume.
Fully
112-115
We don’t use non
renewable
materials such as
minerals, metals,
oil, gas, coal, etc
at any of our
facility
EN2
Percentage of materials used that are
recycled input materials.
Partially 112-115
Percentage
values
Not
available
Sectors/locations are 2018
recycling and reusing
the materials.
Monitoring mechanism
is under study
162
G3.1 CONTENT INDEX
Disclosure
EN3
Direct energy consumption by primary
energy source.
Fully
97-98
EN4
Indirect energy consumption by
primary source.
Fully
97-98
EN5
Energy saved due to conservation and
efficiency improvements.
Fully
98-100
EN6
Initiatives to provide energy-efficient or
renewable energy based products and
services, and reductions in energy
requirements as a result of
these initiatives.
Fully
63-66
EN7
Initiatives to reduce indirect energy
consumption and reductions achieved.
Fully
63-66
EN8
Total water withdrawal by source.
Fully 108
EN9
Water sources significantly affected by
withdrawal of water.
Fully
108
EN10
Percentage and total volume of water
recycled and reused.
Fully
108
Indicator
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Energy
Water
Biodiversity
EN11
Location and size of land owned, leased, Fully
managed in, or adjacent to, protected
areas and areas of high biodiversity
value outside protected areas.
91-96
The facility
located near
protected area of
high biodiversity
is the
manufacturing
plant at Kandivli,
Mumbai. The 5.6
hectare plant is
5 km away from
the Sanjay Gandhi
National Park,
one of the few
within city limits
EN12
Description of significant impacts of
Fully
activities, products, and services on
biodiversity in protected areas and areas
of high biodiversity value outside
protected areas.
91-96
EN13
Habitats protected or restored.
91-96
Fully
163
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Biodiversity
EN14
Strategies, current actions, and future
plans for managing impacts
on biodiversity.
Partially 91-96
EN15
Number of IUCN Red List species and
Not
national conservation list species with
habitats in areas affected by operations,
by level of extinction risk.
Not
Available
Sectors/ locations are 2018
undertaking biodiversity
assessment.
Monitoring mechanism
is under study
Not
Available
None of our plants are
located near the
habitats where IUCN
red list species are
observed
Emissions, effluents and waste
EN16COMM
Total direct and indirect greenhouse
gas emissions by weight.
Fully
87-89
EN17
Other relevant indirect greenhouse gas
emissions by weight.
Fully
87-89
EN18
Initiatives to reduce greenhouse gas
emissions and reductions achieved.
Fully
89-90
EN19
Emissions of ozone-depleting
substances by weight.
Fully
87
EN20
NOx, SOx, and other significant air
emissions by type and weight.
Fully
86-87
EN21
Total water discharge by quality and
destination.
Fully
108
EN22COMM
Total weight of waste by type and
disposal method.
Fully
116
EN23
Total number and volume of
significant spills.
Fully
121
EN24
Weight of transported, imported,
exported, or treated waste deemed
hazardous under the terms of the Basel
Convention Annex I, II, III, and VIII, and
percentage of transported waste
shipped internationally.
Not
Not
applicable
EN25
Identity, size, protected status, and
biodiversity value of water bodies and
related habitats significantly affected by
the reporting organization's discharges
of water and runoff.
Not
Not
available
2018
164
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
Measurement Not
of reclaimed
available
packaging
materials is not
currently done
and will require
coordination
among
customers,
dealers,
distributors,
and shipping
entities.
Mahindra aims to
2015
report for this indicator
in the next two years,
once we can wor with
necessary groups to
ensure that we are
capturing accurate
and meaningful data
Not
available
2018
To be
reported
in
Products and services
EN26
Initiatives to mitigate environmental
impacts of products and services, and
extent of impact mitigation.
Fully
63-66
EN27
Percentage of products sold and their
packaging materials that are reclaimed
by category.
Partially 68-70
Compliance
EN28
Monetary value of significant fines and Fully
total number of non-monetary sanctions
for non-compliance with environmental
laws and regulations.
70,
There were no
fines during the
reporting period.
Transport
EN29
Significant environmental impacts of
Not
transporting products and other goods
and materials used for the organization's
operations, and transporting members
of the workforce.
Overall
EN30
Total environmental protection
expenditures and investments by type.
Fully
85
Fully
50-51
Permanent fulltime employees
are classified
by employment
type as senior,
middle, junior
management and
workmen. There
were no
permanent parttime employees.
Social: Labor Practices and Decent Work
Employment
LA1
Total workforce by employment type,
employment contract, and region,
broken down by gender.
165
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Employment
LA1
Part-time
employees means
Fixed Term
Contract, Third
Party Contract
and others who
are non
permanent.
Genderwise
breakup provided
LA2
Total number and rate of new employee
hires and employee turnover by age
group, gender, and region.
Fully
LA3
Benefits provided to full-time employees Not
that are not provided to temporary or
part-time employees, by major
operations.
LA15
Return to work and retention rates after
parental leave, by gender.
52
Fully
56
Not
available
2018
Not
available
2018
Labor/management relations
LA4
Percentage of employees covered by
collective bargaining agreements.
Fully
49
LA5
Minimum notice period(s) regarding
significant operational changes,
including whether it is specified in
collective agreements.
Fully
49
Occupational health and safety
LA6
Percentage of total workforce
Not
represented in formal joint
management-worker health and safety
committees that help monitor and advise
on occupational health and
safety programs.
LA7
Rates of injury, occupational diseases,
lost days, and absenteeism, and
number of work-related fatalities by
region and by gender.
Fully
59-60
LA8
Education, training, counseling,
prevention, and risk-control programs
in place to assist workforce members,
their families, or community members
regarding serious diseases.
Fully
57-59
LA9
Health and safety topics covered in
formal agreements with trade unions.
Fully
59
166
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
Training and education
LA10
Average hours of training per year per
employee by gender, and by employee
category.
Fully
LA11
Programs for skills management and
lifelong learning that support the
continued employability of employees
and assist them in managing career
endings.
Not
LA12
Percentage of employees receiving
regular performance and career
development reviews, by gender.
Fully
53-55
Not
available
2018
All employees
are part of
formal PMS
Diversity and equal opportunity
LA13
Composition of governance bodies and
breakdown of employees per employee
category according to gender, age
group, minority group membership, and
other indicators of diversity.
Partially 51-52
Breakdown of
employees per
employee
category,
according to
age group,
minority group
membership
and other
indicators of
diversity
Not
available
At present there is no
process of
categorising
the employees as per
the demographics. It
will be reported after
the appropriate
process is setup
2018
Not
Not
available
The data of all sectors
are not available with
us
2018
HR1COMM
Percentage and total number of
Not
significant investment agreements and
contracts that include clauses
incorporating human rights concerns, or
that have undergone human rights
screening.
Not
available
Currently, we do not
2018
monitor the number of
significant investment
agreements/contracts
which include human
rights concerns or
have undergone human
rights screeening
HR2
Percentage of significant suppliers,
Fully
contractors and other business partners
that have undergone human rights
screening, and actions taken.
Equal remuneration for women and men
LA14
Ratio of basic salary and remuneration
of women to men by employee
category, by significant locations
of operation.
Social: Human Rights
Investment and procurement practices
30-31
We do not carry
out screening for
the human rights.
However, human
167
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
rights clauses are
incorporated in
the supplier/
contractor
agreements and
audit checklists
HR3
Total hours of employee training on
Fully
policies and procedures concerning
aspects of human rights that are relevant
to operations, including the percentage
of employees trained.
55
Non-discrimination
HR4
Total number of incidents of
discrimination and corrective actions
taken.
Fully
43-44
M&M annual
report Pg. 120
Operations and significant suppliers
identified in which the right to exercise
freedom of association and collective
bargaining may be violated or at
significant risk, and actions taken to
support these rights.
Fully
42-43
identified as having significant risk for
incidents of child labor, and measures
taken to contribute to the effective
abolition of child labor.
Fully
42-43
Fully
identified as having significant risk for
incidents of forced or compulsory labor,
and measures to contribute to the
elimination of all forms of forced or
compulsory labor.
40-43
Freedom of association and collective bargaining
HR5
Child labor
HR6
Prevention of forced and compulsory labor
HR7
Security practices
HR8
Percentage of security personnel trained Fully
in the organization's policies or
procedures concerning aspects of
human rights that are relevant
to operations.
55
168
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
carry out explicit
human rights reviews
2018
Indigenous rights
HR9
Total number of incidents of violations
involving rights of indigenous people
and actions taken.
Fully
There were no
reported incidents
during the
reporting period
Assessment
HR10
operations that have been subject to
human rights reviews and/or impact
assessments.
Not
Not
available
Remediation
HR11
Number of grievances related to human
rights filed, addressed and resolved
through formalgrievance mechanisms.
Fully
There were no
reported incidents
during the
reporting period
Social: Society
Local communities
SO1 (FSSS) Nature, scope, and effectiveness of any Fully
programs and practices that assess and
manage the impacts of operations on
communities, including entering,
operating, and exiting.
122-127
SO1 (G3.1)
Percentage of operations with
implemented local community
engagement, impact assessments, and
development programs.
Fully
122-127
FS13
Access points in low-populated or
economically disadvantaged areas
by type.
Fully
17
FS14
Initiatives to improve access to financial Fully
services for disadvantaged people.
17
SO9
Operations with significant potential or
actual negative impacts on
local communities.
Fully
There are no
operations with
significant impact
on local
communities
SO10
Prevention and mitigation measures
implemented in operations with
significant potential or actual negative
impacts on local communities.
Fully
There are no
operations with
significant impact
on local
communities
169
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
conduct risk analysis
related to corruption
2018
Corruption
SO2
Not
business units analyzed for risks related
to corruption.
Not
available
SO3
Percentage of employees trained in
organization's anti-corruption policies
and procedures.
Fully
25
SO4
Actions taken in response to incidents
of corruption.
Fully
25
SO5
Public policy positions and participation Fully
in public policy development and
lobbying.
25
SO6
Total value of financial and in-kind
contributions to political parties,
politicians, and related institutions
by country.
M&M Annual
Report 2014-15
Public policy
Fully
Anti-competitive behavior
SO7
Total number of legal actions for
Fully
anti-competitive behavior, anti-trust, and
monopoly practices and their outcomes.
M&M Annual
Report 2014-15
under Section
BRR, Principle 9
Question/Answer
No. 3
Compliance
SO8
Monetary value of significant fines and Fully
total number of non-monetary sanctions
for non-compliance with laws and
regulations.
24
Social: Product Responsibility
Customer health and safety
PR1
Life cycle stages in which health and
Fully
safety impacts of products and services
are assessed for improvement, and
percentage of significant products and
services categories subject to such
procedure.
66-67
PR2
Fully
non-compliance with regulations and
voluntary codes concerning health and
safety impacts of products and services
during their life cycle, by type of
outcomes.
66-67
170
G3.1 CONTENT INDEX
Indicator
Disclosure
For partially
Reason
reported
for
disclosures,
omission
indicate the part
not reported
Explanation for the
reason for omission
To be
reported
in
We do not
monitor the
type of
beneficiary
There is no process of
monitoring the type of
beneficiary
2018
Product and service labelling
PR3
Type of product and service information
required by procedures, and percentage
of significant products and services
subject to such information
requirements.
Fully
66
PR4
voluntary codes concerning product
and service information and labeling,
by type of outcomes.
Fully
70-71
PR5
Practices related to customer
Fully
satisfaction, including results of surveys
measuring customer satisfaction.
69-70
FS16
Initiatives to enhance financial literacy
by type of beneficiary.
Partially Multilingual
brochures and
national language
website available.
More awareness
sessions will be
conducted
Not
available
Marketing communications
PR6
Programs for adherence to laws,
Fully
standards, and voluntary codes related
to marketing communications, including
advertising, promotion, and sponsorship.
71
PR7
voluntary codes concerning marketing
communications, including advertising,
promotion, and sponsorship by type of
outcomes.
Fully
70
Fully
70
Fully
70
Customer privacy
PR8
Total number of substantiated
complaints regarding breaches of
customer privacy and losses of
customer data.
Compliance
PR9
Monetary value of significant fines for
non-compliance with laws and
regulations concerning the provision
and use of products and services.
171
ACRONYMS
ABCI
Association of Business Communicators
of India
BS-III
Bharat Stage - Three
ACE
Awards for Customer Excellence
BS-IV
Bharat Stage - Four
ACETECH
Architecture, Construction, Engineering,
Technology
BT
British Telecommunications
C2 CRDe
2-cylinder Common Rail Diesel Engine
AD
Automotive Division
CO2
Carbon dioxide
AFS
Automotive Farm Sector
3R
Reduce/Recycle/Reuse
AGC
Avaya Global Connect
CH4
Methane
AIDS
Acquired Immunodeficiency Syndrome
CAE
Computer Aided Engineering
AIMA-IOCL
All India Management Association Indian Oil Corporation Limited
CCI
Clinton Climate Initiative
CDP
Carbon Disclosure Project
ABS
Antilock Braking System
CED
Cathodic Electro Deposition
ANM
Auxiliary Nurse Midwife
CEO
Chief Executive Officer
AT&T
American Telephone & Telegraph
CGC
Corporate Governance Cell
ASSOCHAM
Associated Chambers of Commerce and
Industry of India
CFC
Chlorofluorocarbon
BCL
Business Continuity Leader
CFL
Compact Fluorescent Lamp
BCMS
Business Continuity Management Systems
CFO
Chief Financial Officer
BCP
Business Continuity Plan
CFT
Cross Functional Team
BHAG
Big Hairy Audacious Goal
CGSP
Common Guaranteed Safety Programme
BIA
Business Impact Analysis
CLHA
Children Living with HIV AIDS
BKS
Bharatiya Kamgar Sena
CII
Confederation of Indian Industry
BMW
Bavarian Motor Works
CIO
Chief Information Officer
BPO
Business Process Outsourcing
CITU
Centre of Indian Trade Unions
BPI
Business Psychologists International
CMO
Chief Marketing Officer
BR
Business Responsibility
CMTT
Club Mahindra Tusker Trail
BS
British Standards
CMVR
Central Motor Vehicle Rules
BSE
Bombay Stock Exchange
CMAI
Communication Multimedia And Infrastructure
BSS
Business Support Systems
CNG
Compressed Natural Gas
172
ACRONYMS
CO
Carbon monoxide
EU
European Union
CRISIL
Credit Rating & Information Services
of India Limited
EURO IV
European emission standards - Four
EURO V
European emission standards - Five
CRM
Customer Relationship Management
EVP
Executive Vice President
CSR
Corporate Social Responsibility
EVP
Employee Value Proposition
CTO
Chief Technical Officer
FAPCCI
CV
Commercial Vehicles
Federation of Andhra Pradesh Chambers
of Commerce and Industry
D&B
Dun & Bradstreet
FD
Farm Division
DNA
Data Not Available
FE - EVI
Financial Express - Emergent Ventures
International
DSIR
Department of Science and Industrial Research
FICCI
EBD
Electronic Brakeforce Distribution
Federation of Indian Chamber of
Commerce and Industry
ECM
Energy Conservation Measures
FIDC
Finance Industry Development Council
ECEM
Enterprise Carbon and Energy Management
FIFA
Federation International Football Association
EDGE
Enterprise Driving Growth & Excellence
FMS
Feedback Management System
EDC
Engine Development Centre
FTM
First Time Managers
EFI
Employers Federation of India
g/hph
Grams per horse power hours
ELV
End of Life Vehicle
GDP
Gross Domestic Product
EDMC
East Delhi Municipal Corporation
GDR
Global Depository Receipts
EPA
Environmental Protection Agency (USA)
GHG
Greenhouse Gas
EPC
Engineering, Procurement and Construction
GJ
Giga Joules
ESCo
Energy Services Company
GEB
Group Executive Board
ER
Employee Relation
GMC
Group Management Cadre
ERP
Enterprise Resource Planning
GoB
Government of Bihar
ESI
Employment Status Indicator
GPS
Global Positioning System
ESP
Electronic Stability Program
GPMD
Global Program for Management Development
ESIC
Employee State Insurance Corporation
GRI
Global Reporting Initiative
Esops
Employee Social Option Scheme
GRIHA
Green Rating for Integrated Habitat Assessment
ETP
Effluent Treatment Plant
GSM
Global System for Mobile Communications
173
ACRONYMS
H2O
Water
ITDP
Integrated Talent Development Process
HCFC
Hydrochlorofluorocarbon
ITES
Information Technology Enabled Service
HCNG
Hydrogen Compressed Natural Gas
JAU
Junagadh Agricultural University
HHD
Handheld Device
JCMM
Jagdish Chandra Mahindra Memorial
HOC
Heat of Compression
JNNSM
Jawaharlal Nehru National Solar Mission
hp
Horsepower
KCMET
K. C. Mahindra Educational Trust
HPCL
Hindustan Petroleum Corporation Limited
KPO
Knowledge Process Outsourcing
HR
Human Resources
kl
Kilolitre
HRD
Human Resource Development
LBSIMT
Lal Bahadur Shastri Institute of Management
and Technology
IBA
International Bird Area
LCV
Light Commercial Vehicle
ICAI
Institute of Chartered Accountants of India
LEED
Leadership in Energy & Environmental Design
International Crops Research Institute for
the Semi Arid Tropics
LED
Light Emitting Diode
ICT
Information, Communication and Technology
LDO
Light Diesel Oil
IDC
International Data Corporation
L&D
Learning and Development
IGBC
Indian Green Building Council
LPG
Liquefied Petroleum Gas
ICHET
International Centre for Hydrogen
Energy Technologies
LSPV
Load Sensing Proportioning Valve
LTL
Learning to Lead
IIT
Indian Institute of Technology
MACE
Mahindra Consulting Engineers
IIMM
Indian Institute of Materials Management
MAITS
Mahindra All India Talent Scholarships
ILO
International Labour Organization
MBCSPL
IMC
Indian Merchant Chamber
Mahindra Business & Consulting Services
Private Limited
IMDS
International Material Data Sheet
MCD
Municipal Corporation of Delhi
IMS
Integrated Management System
MCL
Mahindra Composites Ltd.
INR
Indian Rupee
MD
Managing Director
IRADe
Integrated Research & Action for Development
META
Mahindra Excellence in Theatre Award
ISO
International Organization for Standardization
MFCSL
Mahindra First Choice Services Limited
IT
Information Technology
MFCWL
Mahindra First Choice Wheels Limited
ICRISAT
174
ACRONYMS
MFL
Mahindra Forgings Limited
MReva
Mahindra Reva Electric Vehicles Pvt. Ltd.
MFUSA
Mahindra Foundation USA
MRHFL
Mahindra Rural Housing Finance Ltd.
MGD
Million Gallons Per Day
MRV
Mahindra Research Valley
MGTL
Mahindra Gujarat Tractor Limited
MSat
Mahindra Satyam
MGTPL
Mahindra Gears & Transmissions Private Limited
MSB
Mahindra Spares Business
MHIL
Mahindra Hinoday Industries Limited
MSOLAR
Mahindra Solar One Pvt. Ltd.
MHRIL
Mahindra Holidays & Resorts India Limited
MSSSPL
Mahindra Sanyo Special Steel Pvt. Ltd.
MIBL
Mahindra Insurance Brokers Ltd.
MTWL
Mahindra Two Wheelers Limited
MIDC
Maharashtra Industrial Development
Corporation
MUSCO
Mahindra Ugine Steel Company Limited
MVML
Mahindra Vehicle Manufacturers Limited
MIL
Mahindra Intertrade Limited
MWC
Mahindra World City
MILES
Mahindra Integrated Logistics Execution System
MWCDL
Mahindra World City Developers Limited
MIQ
Mahindra Institute of Quality
MWCJL
Mahindra World City Jaipur Limited
MLDL
Mahindra Lifespace Developers Limited
NAAQS
National Ambient Air Quality Standards
MLL
Mahindra Logistics Limited
NAPCC
National Action Plan on Climate Change
MMDC
Mahindra Management Development Center
MMFSL
Mahindra & Mahindra Financial Services Limited
NASSCOM National Association of Software &
Services Companies
MN 25
Mahindra Navistar 25000 kg
NATRIP
National Automotive Testing & R&D
Infrastructure Project
MNAL
Mahindra Navistar Automotives Limited
NBFC
Non-Banking Financial Companies
NBC
National Building Code
NDTV
New Delhi Television Limited
NGO
Non-Governmental Organisation
NHRDN
National Human Resource Development
Network
MNC
Multinational Company
MNEPL
Mahindra Navistar Engines Private Limited
MOU
Memorandum of Understanding
MPD
Magnetic Products Division
MPS
Mahindra Pride School
MPTS
Mahindra People Transport Solutions
NIS
Not in Scope
MPUAT
Maharana Pratap University of Agriculture
& Technology
NITIE
National Institute Of Industrial Engineering
NMACS
Networking, Mobility Analytics, Cloud &
Security
MQS
Mahindra Quality System
175
ACRONYMS
NOx
Oxides of Nitrogen
NOA
National Outsourcing Association
NRI
National Stock Exchange
NSDF
National Sports Development Fund
OECD
Rajasthan State Industrial Development &
Investment Corporation
RMC
Ready Mix Concrete
ROI
Return on Investment
ROHS
Restriction on Hazardous Substances
RRR
Rate and Reusability Rate
RSPM
Respirable Suspended Particulate Matter
R&D
Research & Development
SAP
Systems, Applications & Products in
Data Processing
SAM
Software Analysis and Management
SCM
Supply Chain Management
SEZ
Special Economic Zone
SEBI
Securities and Exchange Board of India
SIAM
Society of Indian Automobiles Manufacturers
SIBM
Symbiosis Institute of Business Management
SLP
Senior Leaders Program
SLT
Senior Leadership Team
SOx
Oxides of Sulphur
SO2
Sulphur Dioxide
NOA
National Outsourcing Association
SPM
Suspended Particulate Matter
SRI
Solar Reflectance Index
STAT
Statistic
STAMP
Structural Testing Analysis & Measurement
of Projects
Non-Residents of India
NSE
NVG-SEE
RIICO
National Voluntary Guidelines on Social,
Environmental and Economic responsibilities
of business
Organization for Economic Cooperation &
Development
OBD
On-Board Diagnostic
OCB
Overseas Corporate Bodies
ODS
Ozone Depleting Substance
OEM
Original Equipment Manufacturer
OTM
Oracle Transport Management
OSS
Operations Support Systems
PAT
Profit After Tax
PAU
Punjab Agricultural University
Pb
Lead
PFOS
Perflourooctane-sulfonates
PLHA
People Living with HIV/AIDS
POP
Plaster of Paris
PRCI
Public Relations Council of India
PWD
Persons with Disability
QCD
Quality Cost and Delivery
QCFI
Quality Circle Forum Of India
RA
Risk Assessment
STP
Sewage Treatment Plant
RCI
Resort Condominium International
SUV
Sports Utility Vehicle
RBI
Reserve Bank of India
SYMC
Ssangyong Motor Company Limited
176
ACRONYMS
SYSTECH
Systems & Technologies Sector
UNIDO
United Nations Industrial Development
Organization
TCF
Trim Chassis Final
US
United States
USA
United States of America
USD
United States Dollar
Tamil Nadu Industrial Development
Corporation
UV
Utility Vehicle
TL
Thought Leadership
UWC
United World College
TNAU
Tamil Nadu Agricultural University
VAVE
Value analysis and value engineering
TPM
Total Productive Maintenance
VC
Vice Chairman
TTP
Tertiary Treatment Plant
VECV
Volvo-Eicher Commercial Vehicles
TxMS
Transaction Management System
VFD
Variable Frequency Drives
UAE
United Arab Emirates
VOC
Volatile Organic Compound
UK
United Kingdom
WBCSD
World Business Council for Sustainable
Development
UNEP
United Nations Environment Programme
WOW
Wet On Wet
UNGC
United Nations Global Compact
WRI
World Resources Institute
Tech M
TMF
TIDCO
Tech Mahindra
Tech Mahindra Foundation
GLOSSARY
Biodiesel - Biodiesel refers to a non-petroleum based diesel
fuel consisting of short chain alkyl esters, made by
transesterification of vegetable oil.
Biofuels - Solid, liquid or gas fuel derived from recently
dead biological material.
Carbon Dioxide Equivalent (CDE) and Equivalent Carbon
Dioxide (CO2e) - are two related but distinct measures for
describing how much global warming a given type and
amount of greenhouse gas may cause, using the functionally
equivalent amount or concentration of carbon dioxide (CO2)
as the reference Equivalent CO2 (CO2e) is the concentration
of CO2 that would cause the same level of radiative forcing
as a given type and concentration of greenhouse gas.
C2 CRDe Technology - Two cylinder, common rail diesel
engine technology stands for Common Rail Direct Fuel
Injection engine. It is the latest state-of-the-art technology
for diesel engines and suits passenger cars as well as
commercial vehicles.
Carbon Disclosure Project (CDP) - is an organisation that
works with shareholders and corporations to disclose the
greenhouse gas emissions of major corporations. M&M
Limited is a signatory for CDP.
Chlorodiuoromethane (Diuoromonochloromethane) - is
a Hydrochlorofluorocarbon (HCFC) commonly used in air
conditioning applications.
CRISIL Level 1 - rating that indicates the company's
capability with regard to corporate governance and value
creation for all stakeholders is the highest.
COPC-2000® CSP Global Standard Certication - The COPC2000® CSP Standard is a Performance Management
Framework designed to deliver results in Customer Service
Provider (CSP) contact centre environments including Call
Centres, E-Commerce Centres and Transaction Processing
Operations.
177
Dichlorodiuoromethane (R-12) - usually sold under the
brand name Freon-12, is a chlorofluorocarbon
halomethane, commonly known as CFC, used as a
refrigerant and aerosol spray propellant. R-22 is a
colourless gas better known as HCFC-22. Earlier it was
commonly used as a propellant and in air conditioning
application. These applications are being phased out as its
manufacturing was banned in the US and many countries
in 1994 due to concerns about damage to the ozone layer.
ECOTEL® certication - ECOTEL® is a prestigious
environmental certification designed by HVS Sustainability
Services specifically for the hospitality sector. This
certification recognises outstanding achievement along the
triple bottomline: environmental, social and fiscal
parameters.
End-to-End Supply Chain Solutions - End-to-End Supply
Chain Solutions is the management of a network of
interconnected businesses involved in the ultimate
provision of product and service packages required by end
customers. Supply chain management spans all movement
and storage of raw materials, work-in-process inventory,
and finished goods from point of origin to point of
consumption.
EURO IV or EURO V Standards - reduction of pollutant
emissions from light vehicles. The European Union is
introducing stricter limits on pollutant emissions from light
road vehicles, particularly for emissions of nitrogen
particulates and oxides. The Regulation also includes
measures concerning access to information on vehicles and
their components, and the possibility of introducing tax
incentives.
G3.1 Guidelines are an update and completion of the third
generation of GRI's process guidance on how to define the
content of a sustainability report.
GRIHA Certication - GRIHA rating system consists of 34
criteria categorised under various sections such as site
selection and site planning, conservation and efficient
utilization of resources, building operation and
maintenance, and innovation points. Eight of these 34
criteria are mandatory, four are partly mandatory, while
the rest are optional. Each criterion has a number of points
assigned to it. It means that a project intending to meet
the criterion would qualify for the points. Different levels
of certification (one star to five stars) are awarded based
on the number of points earned. The minimum points
required for certification is 50.
The Green Home Rating system by IGBC Indian Green
Building Council - The green home rating system by Indian
Green Building Council (IGBC) is India's first, and is
exclusively designed for the residential sector. Different
levels of certifications such as Certified, Silver, Gold and
Platinum are awarded to a project in recognition of its
green commitment.
ISO 27001 Global Certication - ISO/IEC 27001 is the only
auditable international standard which defines the
requirements for an Information Security Management
System (ISMS). The standard is designed to ensure the
selection of adequate and proportionate security controls.
ISO-50001 - ISO, Standard 50001 specifies requirements for
establishing, implementing, maintaining and improving an
energy management system, whose purpose is to enable
an organisation to follow a systematic approach in
achieving continual improvement of energy performance,
including energy efficiency, energy use and consumption.
ISO 9001:2000 - Quality Management Systems directive
that provides a number of requirements which an
organisation needs to fulfill if it is to achieve customer
satisfaction through consistent products and services which
meet customer expectations.
ISO 14001:2004 - international specification for an
Environmental Management System (EMS). It specifies
requirements for establishing an environmental policy,
determining environmental aspects and impacts of
products/activities/services, planning environmental
objectives and measurable targets, implementation and
operation of programmes to meet objectives and targets,
checking and corrective action, and management review.
ISO/TS 16949 - quality management system requirements
for the design and development, production and, when
relevant, installation and service of automotive-related
products.
ISO/TS 16949:2002 - Quality management systems -Particular requirements for the application of ISO
9001:2000 for automotive production and relevant service
part organisations.
The kilowatt-hour (symbolised kWh) is a unit of energy
equivalent to one kilowatt of power expended for one
hour of time. The kilowatt-hour is not a standard unit in
any formal system, but it is commonly used in electrical
applications.
OHSAS 18001:2004 - an Occupation Health and Safety
Assessment Series for health and safety management
systems. It is intended to help organisations to control
occupational health and safety risks. It was developed in
response to widespread demand for a recognised standard
against which to be certified and assessed.
OHSAS 18001:2007 - Managing occupational health and
safety (OH&S) issues in the workplace represents an
enormous challenge due to varying human nature, skills
set, process complexity & local culture and have
implications for everyone at the workplace. Effectively
managing these issues means taking account not only of
legal requirements, but also the well-being of personnel in
the organisation.
178
ODS - Ozone Depleting Substances (ODSs) are those
substances which deplete the ozone layer and are widely
used in refrigerators, airconditioners, fire extinguishers, in
dry cleaning, as solvents for cleaning, electronic equipment
and as agricultural fumigants.
Mahindra Quality Way - an assessment by external national
and international experts of Mahindra's Quality Policy,
systems, procedures and performance against world-class
standards to identify: strengths, opportunities for
improvement, scoring profile for prioritising improvements.
NAAQS - the clean air act which was last amended requires
EPA to set National Ambient Air Quality Standards for
pollutants considered harmful to public health and the
environment. http://epa.gov/air/criteria.html
NASSCOM - a not-for-profit was set up in 1988 to facilitate
business and trade in software and services and to
encourage advancement of research in software technology.
Scope I - Scope 1 greenhouse gas emissions occur from
sources that are owned or controlled by a company, such as
combustion facilities (e.g.: boilers, furnaces, burners,
turbines, heaters, incinerators, engines, flares etc.),
combustion of fuels in transportation (e.g.: cars, buses,
planes, ships, barges, trains etc.) and physical or chemical
processes (e.g.: in cement manufacturing, catalytic cracking
in petrochemical processing, aluminium smelting etc.).
Scope II - Scope 2 GHG emissions are from the generation
by another party of electricity that is purchased and
consumed by the company. This is described as 'purchased
electricity' for the purposes of the GHG Protocol.
Scope III - Other indirect greenhouse gas emissions,
including those associated with employee travel, supply
chain, leased assets, outsourced activities, use of products
and waste disposal.
SEI-CMMI Level 5 - A Level 5 CMMI rating provides the
highest recognition to an organisation's software and
systems engineering processes.
Solar Reectance Index - Solar Reflectance is the fraction of
the incident solar energy which is reflected by the surface
in question. The best standard technique for its
determination uses spectrophotometric measurements,
with an integrating sphere to determine the reflectance at
each different wavelength. The average reflectance is then
determined by an averaging process, using a standard solar
spectrum. This method is documented by ASTM (Amer. Soc.
for Testing and Materials).
Special Economic Zone (SEZ) - SEZ is a geographical region
that has economic laws that are more liberal than a
country's typical economic laws.
USGBC LEED Certication - LEED Professional Accreditation
distinguishes building professionals with the knowledge
and skills to successfully steward the LEED certification
process.
United Nations Global Compact - is a framework for
businesses that are committed to aligning their operations
and strategies with ten universally accepted principles in
the areas of human rights, labour, environment and anticorruption. M&M Limited is a signatory to UNGC.
179
Gateway Building,
Apollo Bunder,
Mumbai 400 001, India.
Please e-mail your
suggestions/views/opinions to
sustainability@mahindra.com
Like for previous reports GRI has confirmed
that the report was prepared according to the
GRI G 3.1 Guidelines at Application Level A+.
It has also been externally assured by KPMG.
All figures in the report are current as of 31st March, 2015.
Printed on environment friendly paper.